Human Resource Planning

Human Resource Planning Introduction

Characteristics • Conscious • Analytical • Purposive • Forward looking • Dynamic • Aggregate • Quantitative and qualitative

History of HRP • 1970s- manpower planning has been defined as a strategy for the acquisition,utilisation,improvement and preservation of human resources(Stainer) • 1980s- manpower planning is the process of forcasting manpower requirements and availability and matching their demand and supply • 1990s-the purpose of manpower planning is to provide continuity of efficient managing of total business and optimum use of manpower resources,although that is heavily influenced by organisation and corporate culture.( Mc Beath)

Towards a definition • HRP may be defined as a process where by courses of action are determined in advance and continually updated ,with the aim of ensuring that:demand for labour meets its projected needs and supplyof labour is maintained by deliberate and systematic action to mobilize it in reasonable balance with these demands

Is with motivating people- a process in which costs ,numbers,controls and systems intract Attitudinal shift Culture management through organisational development, career planing,training etc Manage individuals whose creativity,adaptability,and enthusiasm are seen as important for continuity and growth People are seen as assets Emphasis on human aspects Finanancial and technical controls follow the human aspects Is with numerical elements of forecasting,controls Would include virtually any area of planning or personnel management Routine matching of supply and demand Technical areas of control People are seen as constraints and obstacles in achievement of business plans Emphasis on time series,forecasts and budgets Budgetary financial and numerical control Difference between HRP & MPP

Prerequisites of successful HRP • Should be seen within the strategy making context • should help achieve both long term and short term goals • Should be innovative • Should have inputs for both planning and action • Should incorporate both soft and hard approaches

Types of HRP: • Resourcing plan • Training and Development plan • Retention plan • Separation plan • Organisational design and development plan • Employee relations plan

Assessing the demand for human resources • Quantify requirements by skill types • Quantify requirements by location • Quantify requirements by number • Quantify requirements by business units or divisions

Changes in approach to demand forecasting • Is not straight forward • Is difficult to convert volumes of work into numbers of people • Preferred methods: • Financially derived methods,Ratio-Trend analysis,Work study technique,Professional judgement,Active Analysis,Business process re-engineering,Benchmarking

INFORMATION REQUIRED FOR DEMAND FORECAST: • QUANTITATIVE: • Employee numbers and head count • Geography • Demographics • Functions • Ratios • QUALITATIVE • Skills and competencies • Knowledge • Training needs • attitude

Factors influencing future demand • Economic • Technological • Environmental • Social • Political • Demographic • competitive

Scenario planing • Recognises uncertainty • Responsive to turbulent and discontinuous change

Option selection • Implementation of final hr plan

Human Resource Planning