MANPOWER PLANNING OR HUMAN RESOURCE PLANNING
HRP-DEFINITION
Strategy for
acquisition,utilization,improvement and preservation of human resources of an enterprise
Objective of HRP
Provide right personnel for the right work and optimum utilization of existing human resources
Major activities of HRP
Forecasting(Future requirements) Inventorying(Present strength) Anticipating (Comparison of present and future requirements) Planning( Necessary program to meet future requirements)
[Link] Analysis
a. b. c. d. e. Objectives and Strategies Company organization plans Market forecasts and budgets Financial plans Production targets
HRP PROCESS [Link] Forecast
[Link] Forecast a. Numbers b. Job Categories c. Skill requirements a. Manpower inventory b. Losses and additions c. External Supply
4. Manpower gaps a. Surplus of numbers and skills b. Shortages
5. Manpower plans
[Link] and selection [Link] and Development [Link] and [Link] Redundancy [Link] and internal mobility [Link]
FORECASTING PERSONNEL NEEDS
Revenues and size of the personnel intake Projected turnover Decisions to upgrade or downgrade products and services Technological changes Departments financial resources
Tools for projecting personnel needs
Trend analysis Ratio analysis The Scatter plot Computerized forecasts
TREND ANALYSIS
What is a trend? Studying variations in the firms employment levels in over the last few years Complete or department wise Provides initial estimate of future staffing needs
RATIO ANALYSIS
Making forecasts based on the historical ratio between causal factor and number of employees required Ex:Sales volume and sales personnel
Exercise-Differentiate between trend analysis and ratio analysis
SCATTER PLOT
Graphic representation of the relation between two variables Sales and staffing needs-predictability
COMPUTERIZED FORECASTS
Including more variables into personnel projections Direct labour hours and three sales projectionsmax,min and probable Input-Program generates average staff levels required to meet product demands Automated computerized employee forecasting systems
What does ultimately matter?
MANAGERIAL JUDGEMENT
FORECASTING SUPPLY OF INSIDE CANDIDATES
Determining which current employee suits the projected opening Know their qualifications and skill sets Qualifications inventories:
Performance records Educational background Promotability
Manual systems and Replacement charts
Department managers Personnel inventory or Development record: Education-Company sponsored courses-Career and development interests-Languages-Desired assignments and skills Personnel replacement charts: Top positions-Present performance and promotability for each positions potential replacement
Personnel Replacement chart
PRESENT PERFORMANCE OUTSTADNING SATISFACTORY NEEDS IMPROVEMENT PROMOTION POTENTIAL READY NOW NEEDS FURTHER TRAINING QUESTIONNABLE
Computerized information systems
Hundreds of employees-How to track? Computerized skills inventory data:
Work experience codes Product knowledge Level of familiarity with product lines or services Industry experiences Formal education
FORECASTING THE SUPPLY OF OUTSIDE CANDIDATES
Online and print format URLs Business week Fortune magazine Monthly forecast for the coming year
HR DEMAND FORECAST
Process of estimating the future quantity and quality of people required Basis-Translate annual budget and corporate plan into activity levels for each function and department External factors: Competition- economic climatelaws and regulatory bodies- changes in technologysocial factors Internal factors: Budget constraints, production levels-new products and services-org structureemployee separations
Why conduct demand forecasting?
Quantify the jobs Determining the desirable staff-mix for future Assess appropriate staffing levels to avoid cost Prevent shortage of people Monitor compliance with legal requirements with regard to reservation of jobs
DEMAND FORECASTING TECHNIQUES
Managerial judgment Ratio-trend analysis Regression Analysis Work Study techniques Delphi Technique
Managerial judgment
Managers sit together, discuss and arrive at a number-Demand for future labor Bottom up or Top down Ideal- a combination of both Departmental managers and HR managersUnanimity
Ratio-Trend Analysis
Take home exercise
Regression Analysis
What is regression? Sales volume and employee size No of employees reqd at each volume of sales Graph-Centre line
Work Study Techniques
Do you remember time and motion study? Work measurement-Length of operationsAmount of labour required
Delphi Technique
Did you study this before? If yes in what context? Soliciting estimates of personnel needs from a group of experts-Gen-Managers HRP experts act as intermediaries-IterationAbsence of interaction among experts
MARKOV MODEL
Find out -what is it Requisites for successful HRP Barriers to HRP
THANK YOU