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Need, Importance, Objectives of HRP

1) Human resource planning (HRP) involves forecasting an organization's future labor demand and internal supply, comparing projections to determine gaps, and developing action plans to address gaps. 2) The HRP process includes initial decisions, forecasting requirements and availabilities, environmental scanning, reconciling projections to find gaps, and creating action plans. 3) Staffing planning is part of the HRP process and involves setting objectives, generating alternatives to address surpluses or shortages, assessing alternatives, and choosing activities.

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Harsh Anchalia
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163 views19 pages

Need, Importance, Objectives of HRP

1) Human resource planning (HRP) involves forecasting an organization's future labor demand and internal supply, comparing projections to determine gaps, and developing action plans to address gaps. 2) The HRP process includes initial decisions, forecasting requirements and availabilities, environmental scanning, reconciling projections to find gaps, and creating action plans. 3) Staffing planning is part of the HRP process and involves setting objectives, generating alternatives to address surpluses or shortages, assessing alternatives, and choosing activities.

Uploaded by

Harsh Anchalia
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 19

3-1

What is Human Resource Planning (HRP)?

Involves activities to
Forecast an organizations
Labor demand -- Requirements

Internal labor supply -- Availabilities

Compare projections to determine employment gaps

Develop action plans to addressing the gaps


Staffing planning
3-2

Overview: Human
Resource Planning
Process and example
Initial decisions
Forecast HR requirements
Forecast HR availabilities
External and internal environmental scanning
Reconciliation and gaps
Action planning
3-3

Exh. 3.4: The Basic Elements


of Human Resource Planning
(3) Conduct
Environmental Scans
(1) Forecast Labor
Requirements

(4) Determine (5) Develop


Compare Gaps Action Plans

(2) Forecast Labor


Availabilities
3-4

HRP: Process and Example


1. Determine future HR requirements
2. Determine future HR availabilities
3. Conduct external and internal environmental
scanning
4. Reconcile requirements and availabilities -
determine gaps
5. Develop action plans to close projected gaps
Exh. 3.5: Operational Format and Example for
HRP
3-5

HRP: Initial Decisions


Comprehensiveness of planning
Plan-based HRP
Special projects HRP
Population-based HRP
Planning time frame
Job categories and levels
Head count - current workforce
Ignores scheduled time worked by each employee
relative to a full workweek - FTEs
Ignores vacancies
Roles and responsibilities
3-6

HRP: Forecasting HR Requirements


Statistical techniques

Exh.3.6: Examples of Statistical Techniques to


Forecast HR Requirements

Judgmental techniques

Top-down approach

Bottom-up approach
3-7

HRP: Forecasting HR Availabilities


Approach
Determine head count data for current workforce and
their availability in each job category/level
See Exh. 3.5
Statistical techniques
Markov analysis
Exh.3.8: Use of Markov Analysis to Forecast
Availabilities
Limitations of Markov analysis
3-8

HRP: Forecasting HR Availabilities


(continued)
Replacement and Succession Planning
Replacement planning
Exh. 3.9(pg.105): Replacement Chart Example

Succession planning
Exh. 3.10 (p. 107): Succession Plan Example
3-9

HRP: External Environmental Scanning

External scanning involves

Trackingtrends and developments in external


environment,

Documenting implications for management of human


resources, and

Ensuring implications receive attention

Exh. 3.11: Example of Environmental Scan


3-10

HRP: Internal Environmental Scanning

Internal scanning involves


Informal discussions with key managers
Conducting employee attitude surveys
Monitoring key indicators
Employee performance
Absenteeism

Turnover

Accidents

Identifying nagging personnel problems


Assessing managerial attitudes regarding HR
3-11

HRP: Reconciliation and Gaps


Phase involves

Coming to grips with projected gaps

Likely reasons for gaps

Assessing future implications

Exhibit
3.12: Format and Example for Human
Resource Planning (HRP)
3-12

HRP: Action Planning


Set objectives

Generate alternative activities

Assess alternative activities

Choose alternative activities


3-13

Staffing Planning Process


Staffing objectives
Quantitative objectives
Exh. 3.13: Setting Numerical Staffing Objectives
Qualitative objectives
Generate alternative staffing activities
Exh.3.14: Staffing Alternatives to Deal with
Employee Shortages and Surpluses
Assess and choose alternatives
Exh. 3.16: Organizations Responses to Staffing
Strategies Survey
3-14

Exh. 3.14: Staffing Alternatives to Deal


with Employee Shortages and Surpluses
3-15

Staffing Planning: Core Workforce


Advantages
Disadvantages
Staffing philosophy
Internal vs. external staffing
Exh. 3.15: Internal vs. External Staffing
EEO / AA practices
Applicant reactions
3-16

Exh. 3.15: Internal vs. External Staffing


3-17

Staffing Planning: Flexible Workforce


Advantages

Disadvantages

Two categories
Temporary employees
Staffing firms
Exh. 3.16: Factors to Consider When Choosing a Staffing Firm

Independent contractors
3-18

Legal Issues
Affirmative Action Plans (AAPs)
Exh. 3.17: Determining Availability of Minorities and Women
Example of AAP: Essential Components
Affirmative Action Programs Regulations

Legality of AAPs
Guidelines for AAPs

Diversity programs
EEO and temporary workers
3-19

Ethical Issues
Issue 1
Does an organization have any ethical responsibility
to share with all of its employees the results of its
forecasting of HR requirements and availabilities?
Does it have any ethical responsibility not to do this?
Issue 2
Identifyexamples of ethical dilemmas an organization
might confront when developing an affirmative action
plan (AAP).

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