Human Resource Planning

Human Resource Planning

(HRP) may be defined as
strategy for acquisition,
utilization, improvement and
preservation of the human
resources of an enterprise.
 Human Resource
Planning
It is the estimation of the number
and the type of people needed.
It is ongoing process.
It tries to keep the organisation
supplied with the right people in
the right positions at the right
time.
 De Cenzo and Robbins :
HRP is the process by which an
organization ensures that it has
the right number and kind of
people, at the right place, at the
right time, capable of effectively
and efficiently completing those
tasks that will help the
organization achieve its overall
objectives.
 Importance Of HRP
Future manpower requirements
Adjusting to change.
Creating talented personnel.
Protection of weaker section.
Execution of personnel functions.
Human assets.
Breaking the resistance to change.
Reduction in personnel costs.
Managerial development
International strategies
 Need for HRP
Employment-Unemployment Situation:
Technological Changes:
Organizational Changes:
Demographic Changes:
Skill Shortages:
Governmental Influences:
Legislative Controls:
Impact of Pressure Groups:
Systems Concept:
Lead Time
 The objectives of HRP
a) ensure optimum utilization of human
resources currently employed;
b) assess or forecast future requirements;
c) cope up with the changing scenario;
d) attaching with business plans of organization;
e) anticipate redundancies;
f) provide basis for human resource
development (HRD); and
g) assist in productivity bargaining.
 Benefits of HRP
a) Create reservior of talent.
b) Preparation for future HR needs.
c) Promote employees in a systematic
manner.
d) Provide basis for HRD.
e) Help in career and succession
planning.
 LEVELS OF HRP
a) National Level: The Central Government
plans for human resources at the national level.
b) Sectoral Levels: Central and State
Governments, formulate HRPs for different
sectors. Industrial, agricultural sector etc.
c) Industry Level: HRP for specific industries
are prepared by the particular industries.
d) Unit Level: HRP for a particular dept /sector
of an industry is prepared at this level.
i) Plant level;
ii) Department level; and
iii) Divisional level.
 Techniques of HR demand
forecast
a) Managerial Judgement:
b) Work-study Method: In this method
time and motion study are used
c) Ratio-Trend Analysis:
d) Mathematical Models: It expresses
the relationship between
independent variable (e.g. investment,
production, sales, etc.) and dependent
variables (e.g. no. of employees required).
FACTORS AFFECTING HR
DEMAND FORECASTING
a) Employment trends;
b) Replacement needs;
c) Productivity;
d) Absenteeism; and
e) Expansion and growth.
 PROBLEMS IN HRP
PROCESS
a) Inaccuracy: HRP is entirely dependent
on the HR forecasting and supply,
b) Employee resistance:
c) Uncertainties: Labour absenteeism,
labour turnover, seasonal employment,
technological changes and market
fluctuations
d) Inefficient information system: In
Indian industries, HRIS is not much
strong.
e) Time and expense:
GUIDELINES FOR MAKING
HRP EFFECTIVE
a) Tailormade: balanced with corporate
obj
b) Appropriate time: The period of HRP
process should be appropriate
c) Adequate organization:
d) Top management support:
e) Participation:
f) Information system: An adequate
database should be developed for
facilitating HRP.
g) Balanced focus: The quantity and
 Job Analysis
A formal and detailed examination of job.
Systematic investigation of the task,
duties and responsibilities necessary to do
the job.
A task is an identifiable work activity
carried out for a specific purpose.(typing a
letter)
A duty is a larger work segment
consisting of several tasks that are
performed by an individual.(picking,
sorting and delivering incoming mail)
Nature of Job Analysis

Job
tasks
Job Job
Analy duties
sis Job
responsibiliti
es
 Uses Of Job Analysis
Human resource planning.
Recruitment.
Selection.
Placement and orientation.
Training.
Counseling.
Employee safety. Performance
appraisal.
Job design and redesign job evaluation.
 Methods of Collecting Job
Analysis Data
Job performance.
Personal observation.
Critical incidents.
Interview.
Panel of experts.
Diary method.
Questionnaire method.
Standard Questionnaires for
Job Analysis
The position Analysis Questionnaire (PAQ)
Standardised questionnaire developed at
Purdue University to quantitatively
sample work related elements.
Contains 194 items divided into six major
divisions
Information input (35) Relationship with people
(36)
Mental processes (14) Job context (19)
Physical activites (41) job characteristics (49)
 Management position
description questionnaire
Designed for analysing managerial jobs
274 item questionnaire with 13 sections.
The respondents state how important each
item is to the position
1)Product, marketing and financial strategy
planning 2) coordination of other orgnal
units and personnel 3) int business control
4) products and services responsibility 5)
public and customer relations 6) advanced
consulting
7) autonomy of actions 8) approval of
financial commitments 9) staff
service 10) supervision 11)
complexity and stress 12) advanced
financial responsibility 13) broad
personnel responsibility
Functional job analysis (FJA)
Worker oriented job analysis approach
that attempts to describe the whole
person on the job.
Examines the fundamental components
of data, people and things
Used for Govt Jobs, helpful in wage
fixation, developing succession plans.
Takes a lot of time
Training on its use involves a huge
investment
 Steps involved in FJA
Identification of organisational goals for FJA analysis
Identification and description of tasks, tasks as
action (Physical, mental, interpersonal). Task stmts
should be in specific written format
Analysis of tasks using 7 scales ( 3 scales of worker
function - data, people and thing, 1 scale of worker
instruction degree of supervision and 3 scale of
reasoning, mathematics and language)
Develop performance stds to measure workers tasks
Development of training content needed by the job
holder
 Barriers on job analysis
Exaggerate the facts
Employee anxieties
Resistance to change
Overemphasis on current efforts
Management strait jacket:
 Job Description
Job description is a :-
Written statement of what the
job holders does, how it is done, under what
conditions it is done .
Description of what the job is
all about , throwing light on the job content,
environment and conditions of employment.
It defines the purpose and
scope of a job. It differentiate one job to
another.
 Contents Of Job
Description
Job title :- Tells about the job
title, code number and the
department where it is done.
Job summary :- A brief write-up
about what the job is all about.
Job activities :- A description of
the tasks done, facilities used,
extent of supervisory help, etc.
 Working conditions: Physical
environment
Social environment: Size of work
group and interpersonal inetractions
required to do the job.
Reporting authority:
 Problems of Job
Description
It is not easy to reduce all the
essential components of a job in the
form of a clear and precise document.
Job descriptions are sometimes not
updated as job duties change.
They can limit the scope of activities
of the job holder, reducing
organizational flexibility.
 Job Specification
It summaries the human characteristics
needed for satisfactory job completion.
It describes the key qualification
someone needs to perform the job
successfully.
It spells out the important attributes of
a person in terms of education,
experience, skills, knowledge and
abilities(SKAs)to perform a particular
job.
 Categories of Personal
Attributes
Essential attributes :- Skills,
knowledge and abilities a person
must possess.
Desirable attributes :- Qualification
a person ought to possess.
Contra-indicators :- Attributes that
will become a handicap to successful
job performance.
 Difference between job
description and job
specification
Job description Job specification
It is a written It states the minimum
statement of what the acceptable
jobholder does, how it qualification that the
is done, under what employee must
condition it is done posses to perform the
and why it is done. job successfully.
It includes the job title, It includes educational
locations, job summary, qualification, experience
duties, machines, tools training, judgement,
and equipments used initiative, communication
and working conditions. skills and emotional
 Job description Job
specifications
It is an important It is an important
tool in the tool in the selection
recruitment process, process for it helps in
for it helps in ascertaining the
advertising the applicants
vacancy effectively. qualification related
to job performance.
 Role analysis
Job analysis for operative levels
Role analysis for managerial levels
along with job analysis
A role is a set of expectations people
have about the behaviour of a person
in a position.
There are 3 roles a person performs.
Expected role, perceived role and
enacted role
 Steps involved in role

analysis
Objectives of the dept and functions to be
identified
The role incumbent is asked to state his key
performance areas and his understanding of
the roles to be played by him
Other role partners ( Boss, superiors and
subordinates) are asked to state their
expectations from the role incumbent
The role is clarified and expressed as role
description after intergrating diverse
viewpoints