CHAPTER : 02

Human Resource
Planning
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  Human Resource Planning (HRP)

Human Resource Planning is a

process whereby organizations
determine the staffing support they
will need to meet business needs
and customer demands.

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 Human Resource Planning (HRP)

According to Robbins, “HRP is the

process by which an organization ensures
that it has right number and kinds of people
at the right places at the right time, capable
of effectively and effi ciently completing
those tasks that will help the organization
to achieve its over all objectives”.

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 Human Resource Planning (HRP)

According to Coleman Bruce, “HRP is the

process of determining the manpower
requirements and the means of meeting those
requirements in order to carry out the
integrated plan of the organization”.

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Key Points Of HRP

Determining the manpower

requirements.
Identify manpower both in terms of
quality and quantity.
 To put them at right places at the
right time.
 Ensuring the best utilization of HR.

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 Human Resources Planning
Process
• Integration of HR planning with corporate
1 planning
• Assessment of environmental factors
2

• Assessment of Human Resources

3

• Demand forecasting
4

• Supply forecasting
5

• Matching demand and supply

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• Action Plan
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1. Integration of HR planning with corporate
planning
 
HR planning process begins with considering
organizational objectives and strategies. The first
stage of HR planning is to integrate it with
corporate planning. All manpower planning stems
from business plans in relation to a corporate
strategy.

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2. Assessment of environmental
factors
The second stage in the HR planning is to
forecast or assess the internal and external
environmental factors that affect demand
and supply of labor. Such as- government
influences, economic environment,
competitive conditions, technological factor.

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3. Assessment of Human
Resources
 
After the analysis of external and internal
forces of the organization, it will be easier for
HR manager to find out the internal strengths
as well as weakness of the organization and
opportunities and threats. It includes an
inventory of the workers and skills already
available within the organization.

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 4 . Demand forecasting

 
Demand forecasting is a process of
determining future needs for HR in
terms of quantity and quality. It is
done to meet the future personnel
requirements of the organization to
achieve the desired level of output.

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5. Supply Forecasting

Supply is another side of human

resource assessment. It is concerned
with the estimation of supply of
manpower given the analysis of
current resource and future
availability of human resource in the
organization. It estimates the future
source of HR that are likely to be
available from within and outside the
organization .
 
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6. Matching Demand and Supply

 The matching process refers to

bring demand and supply in an
equilibrium position so that
shortages and over staffing position
will be solved .
Hire more employees
Shortage

Over Staffing Reduce existing employees

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7. Action plan

Under this step the HR plan is executed through

designing the different HR activities. Such as,
recruitment, selection, placement, training and
development, socialization etc. Thus action plan
should be updated according to change in time and
condition.

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Succession Planning

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 Succession Planning

Succession planning enables organization to identity

talented employees & provides education to develop
them for future higher level and broader
responsibility.

Succession planning is a process whereby an

organization ensures that employees are recruited
and developed to fill the key positions within the
organization.
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 Succession Planning

Succession planning may be defined as a process

for identifying and developing potential future
leaders or senior managers, as well as individuals
to fill the critical positions, either in the short or the
long term.

Bhattacharjjo,2008

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 Succession Planning

In simple words, succession planning is a process

for identifying and developing new leaders, who can
replace old leaders when leave, retire or die.

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 Three key questions

First, are there enough potential successors

available- a supply of people coming through
who can take key roles in the longer term?
Second, are they good enough?
Third, do they have the right skills and
competencies for the future?

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Elements of Succession Planning

Identify the key position

Identify the successor or successors
Identify job requirement
Building competencies
Assessing progress

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THANKS

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