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MS-23 HUMAN RESOURCE PLANNING

MS-23 HUMAN RESOURCE PLANNING. SESSION 1 - BASICS OF HR PLANNING SESSION 2 - APPROACHES TO ANALYZING JOB SESSION 3 - KEY HR PRACTICES SESSION 4 - INTELLECTUAL CAPITAL ACCOUNTING SESSION 5 & 6 – MOCK TEST. SESSION 1 BASICS OF HR PLANNING. HRP SYSTEM PROCESS AND FUNCTION OF HRP

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MS-23 HUMAN RESOURCE PLANNING

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  1. MS-23HUMAN RESOURCE PLANNING • SESSION 1 - BASICS OF HR PLANNING • SESSION 2 - APPROACHES TO ANALYZING JOB • SESSION 3 - KEY HR PRACTICES • SESSION 4 - INTELLECTUAL CAPITAL ACCOUNTING • SESSION 5 & 6 – MOCK TEST | | <document classification>

  2. SESSION 1BASICS OF HR PLANNING • HRP SYSTEM • PROCESS AND FUNCTION OF HRP • DEMAND MANAGEMENT • SUPPLY MANAGEMENT • CONTEMPORARY TRENDS | | <document classification>

  3. HRP • FORECAST HR REQUIREMENT • COPE UP WITH CHANGE • ENHANCE HR PRODUCTIVITY • SUPPLY RIGHT PEOPLE IN RIGHT NUMBER AT THE RIGHT PLACE • CAPABLE, EFFECTIVE AND EFFICIENT PEOPLE | | <document classification>

  4. TYPES OF PLANS • PHILOSOPHY • PURPOSE • OBJECTIVES • STRATEGY • POLICIES • PROCEDURES • PROGRAMS • BUDGET | | <document classification>

  5. ROLE OF HRP PROFESSIONAL • ADMINISTRATIVE • MANAGING HR • WELFARE PRACTICES • STRATEGIC • HR STRATEGY • RELATIONSHIP WITH MANAGERS • SPECIALIZED ROLE • COLLECTING AND ANALYZING DATA • DESIGNING AND APPLYING FORECAST SYSTEM • MANAGING CAREER DEVELOPMENT | | <document classification>

  6. BARRIERS TO HRP • HR MANAGERS AS STRATEGIC BUSINESS PARTNERS • TRADITIONAL FINANCIAL PRECEDENCE OVER HRP IN STRATEGY • SHORT TERM VS. LONG TERM HRP • QUALITATIVE VS. QUANTITATIVE • INVOLVEMENT OF LINE MANAGERS | | <document classification>

  7. HRP PROCESS ORGANIZATION OBJECTIVES & POLICIES HR SUPPLY FORECAST HR DEMAND FORECAST HR PROGRAM ACTION PAN CONTROL AND EVALUATION SHORTAGE SURPLUS | | <document classification>

  8. WIN FOR EMPLOYEES COMPETITIVE PAY AND BENEFITS TRAINING, GROWTH & DEVELOPMENT REDUCED REDUNDANCY CONTINUITY OF JOB JOB SATISFACTION CONDUCIVE WORK CULTURE WIN FOR ORGANIZATIONS RIGHT STRUCTURE & PEOPLE DEVELOPED HR IMPROVED MORALE PRODUCTIVITY GAINS IMPROVED CUSTOMER SATISFACTION RETENTION LOWERING HIRING COSTS BENEFITS OF HRP | | <document classification>

  9. FACTORS EFFECTING DEMAND FORECAST • ECONOMIC – PER CAPITA INCOME • SOCIAL – WAGES, WORKING CONDITIONS, GOVT POLICY • POLITICAL • TECHNOLOGICAL • DEMOGRAPHIC • COMPETITION • MANAGEMENT PHILOSOPHY • GROWTH AND EXPANSION PLANS • TURNOVER | | <document classification>

  10. DEMAND FORECASTING TECHNIQUES • MANAGERIAL JUDGEMENT • RATIO TREND ANALYSIS • WORK STUDY TECHNIQUES • DELPHI TECHNIQUE • FLOW MODELS | | <document classification>

  11. MANAGERIAL JUDGEMENT • DISCUSSION AND ARRIVAL AT FUTURE DEMAND • TOP DOWN/ BOTTOM UP/ COMBINATION | | <document classification>

  12. RATIO TREND ANALYSIS • STUDYING PAST RATIO AND FORECASTING FUTURE RATIO WITH ALLOWANCE • EXAMPLES OF RATIOS • NUMBER OF WORKERS TO SALES • NUMBER OF INSPECTOR TO PRODUCTION | | <document classification>

  13. WORK STUDY TECHNIQUE • APPLIED WHERE WORK MEASUREMENT IS POSSIBLE • EXAMPLE IN MANUFACTURING: • PLANNED OUTPUT – 20K UNITS • STANDARD HOURS PER UNIT – 5 • PLANNED HOURS – 100K • PRODUCTIVE HOURS PER MAN – 10 • NUMBER OF WORKERS REQUIRED = 100K/10 = 10,000 | | <document classification>

  14. DELPHI TECHNIQUE • DECISION MAKING TOOL TO ARRIVE AT WORKABLE CONSENSUS WITHIN TIME LIMIT • OPINION OF EXPERTS W/O GETTING THEM FACE TO FACE • EXPERTS ANSWER QUESTIONNAIRES IN TWO OR MORE ROUNDS • HR EXPERTS ACT AS INTERMEDIARY, ANONYMOUS SUMMARY OF THE EXPERTS’ FORECASTS FROM THE PREVIOUS ROUND SENT BACK TO EXPERTS. • PROCESS REPEATED TILL GROUP CONVERGES TOWARDS CONSENSUS | | <document classification>

  15. FLOW MODELSMARKOV MODEL • TIME PERIOD TO BE COVERED • ESTABLISH CATEGORIES • GAINS: HIRED, TRANSFERRED, MOVEMENT • LOSSES: RESIGNATION, RETIREMENT • COUNT FLOWS OVER DECIDED PERIOD • ESTIMATE PROBABILITY OF TRANSITION • ESTIMATE DEMAND | | <document classification>

  16. HR SUPPLY FORECAST • NUMBER OF PEOPLE AND POSITIONS LIKELY TO BE AVAILABLE • INTERNAL • EXTERNAL • ASSESS FUTURE STAFF LEVELS • PREVENT SHORTAGE • LEGAL REQUIREMENTS - RESERVATION | | <document classification>

  17. HR INVENTORY • CATEGORIZATION • BY AGE • BY LENGTH OF SERVICE • BY FUNCTIONS, DEPTS • BY LOCATION • BY SKILLS AND KNOWLEDGE • BY GENDER • BY PERFORMANCE • BY SALARY • BY LEVELS | | <document classification>

  18. FACTORS AFFECTING SUPPLY • INCREASE IN EMPLOYEES • PROMOTIONS • REDEPLOYMENT • HIRING • M&A • DECREASE IN EMPLOYEE • PROMOTIONS OUT • REDEPLOYMENT OUT • RESIGNATIONS • RETIREMENT • LAY OFFS, GOLDEN HAND SHAKE, VRS • REMOVED • LONG ILLNESS | | <document classification>

  19. TURNOVER ANALYSIS • ANNUAL TURNOVER RATE = LEFT/EMPLOYED* 100 • SURVIVOR ANALYSIS – OPPOSITE OF TURNOVER • COHORT –HOMOGENOUS GROUP • COHORT ANALYSIS – SURVIVOR OF COHORT GROUP – RETENTION • CENSUS METHOD – SURVIVOR RATE OF COHORT AT DIFFERENT POINTS OF TIME TO PREDICT PROBABILITY OF SEPARATION | | <document classification>

  20. PUSH AND PULL MODELS • MARKOV CHAIN • PROMOTION ALONG GRADE LADDERS • CONSIDERS UPWARD, LATERAL MOVEMENT • EMPLOYEE PUSHED ALONG CAREER PATH AT FIXED RATE • RENEWAL MODEL • VACANCY BASED PROMOTION • PROMOTION TRIGGERS CHAIN REACTION | | <document classification>

  21. CONTEMPORARY TRENDS • BLUE COLLAR TO WHITE • MANUFACTURING TO SERVICE • AGRICULTURE TO SERVICE • SEMI SKILLED TO SKILLED • RURAL TO URBAN • MULTI SKILLING, MULTI TASKING • DECLINE OF TRADITIONAL OCCUPATION GROUPS • JOBS IN HIGHER GRADES INCREASING • INTELLECTUAL RELATIONSHIP WITH MACHINES • TECHNICAL TO SOCIAL SKILLS • DEMOCRATIC & INFORMAL STYLE OF MGMT • CONTINUOUS LEARNING | | <document classification>

  22. OC • FLEXIBLE AND ADAPTABLE • GLOBAL PERSPECTIVE • OBSESSION WITH QUALITY • CUSTOMER ORIENTATION • PEOPLE ORIENTATION • CREATING LOW COST PROFITABLE ORGANISATION | | <document classification>

  23. TRENDS IN PMS • PERIODIC CONSTRUCTIVE FEEDBACK • MBO • KRAs IN LINE WITH COMPANY OBJECTIVES • FREE TWO WAY COMMUNICATION • 360 DEGREE FEEDBACK | | <document classification>

  24. TRENDS IN HIRING • FOCUS ON SKILLS • VALUES AND BELIEFS IN TUNE WITH ORGANIZATION • ADAPTABLE • CONCEPTUAL SKILLS • LEARNING MODE • ASPIRATIONS DO NOT CONFLICT WITH ORGANISATION GROWTH PLANS • CREATIVITY FOR TRANSIENT ORGANIZATIONS | | <document classification>

  25. HR AUDIT • STRATEGIC FIT • HR STRATEGY IN TUNE WITH APEX GOALS • VISION, MISSION, VALUES ORIENTED TO CUSTOMER NEEDS • STRUCTURING • CUSTOMER PROCESSES • LINKAGE WITH EXTERNAL MILIEU | | <document classification>

  26. HR AUDIT • STAFFING: HIRING PROCESSES, QUALITY, COST, LEAD TIME, PERFORMANCE, RETENTION, INTERNAL HIRES, INDUCTION, MENTOR, GROWTH, SUCCESSION, PARTING • T&D: NO. OF DAYS, COSTS, EFFECTIVENESS • OD: SURVEYS, CULTURE • PMS: JD, KRA, FEEDBACK, COACHING | | <document classification>

  27. TRENDS IN SUPPLY • QUALITY AND EDUCATION • WOMEN • OLDER • HANDICAPPED • PART TIMERS • WOMEN, STUDENTS, RETIRED, DISABLE | | <document classification>

  28. TRENDS IN DEMAND • TECHNOLOGY • COMPUTERIZATION • ROBOTIZATION • SUCCESSION PLANNING • ASSESSMENT CENTER | | <document classification>

  29. EXERCISE • AS HR MANAGER SET UP A ASSESSMENT CENTER TO SELECT SALES PERSONS AT MANAGER LEVEL | | <document classification>

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