susri

3. VARIOUS DEFINITIONS OF HRP E.W. VETLER viewed HRP as “ A process by which an organization should have from its Current Manpower position to its desired manpower position.” According to Leon C.Megginson HRP “is an integrated approach to performing the planning aspect of the personnel function in order to have a sufficient supply of adequately developed and motivated people to perform the duties and tasks required to meet original objective and satisfy individual need & goals of organization.”

4. Coleman has defined HRP as “the process of determining manpower requirement and means for meeting those requirement in order to carry out integrated plans of the organisation. Stainer defines MPP as “Strategy for the acquisition, utilisation, improvement & preservation of an enterprises human resources.”

5. According to Beach “HRP is a process of Determining and assuming that the organisation will have an adequate number of qualified persons available at the proper time performing job which meet the needs of an enterprise and which provide satisfaction for the individual involved.

9. Organisational objectgives Organisational objectives & policies HR Demand forecast HR supply forecast HR programming HRP implementation Control and evaluation of programme Shortage Recruitment and selection Surplus Restricted hiring, VRS, layoff

36. HRP IDENTIFICATION OF HUMAN RESOURCE GAP HRP PROCESS ORGANISATIONAL OBJECTIVES, PLANS & POLICIES FORECASTING DEMAND FOR HUMAN RESOURCES FORECASTING SUPPLY OF HUMAN RESOURCES SURPLUS HUMAN RESOURCES SHORTAGE OF HUMAN RESOURCES ACTION PLAN FOR BRIDGING GAP

38. Ratio-Trend Analysis : Production level in 1999-2000 1,00,000 units No. of workers in 1999-2000 100 Ratio (Workers/Production) 100/100000 or 1:1000 No. of Supervisors in 1999-2000 10 Ratio (Supervisor/worker) 10/100 or 1:10 Estimated production in 2000-01 1,20,000 units No. of workers required in 2000-01 1,20,000*1 1000 = 120 No. of supervisor required 10*120 =12

40. WORK-STUDY METHOD Planned output for next year 25000 units Standard hours per unit 4 Planned hours required for the year (25000x4) 1,00,000 Productive hours per worker/year 2,000 (after allowing normal overtime, absenteeism and idle time) No. of Workers’ Required = =1,00,000/50= 50 workers

42. Mathematical Model En = En = the estinated level of personnel demand in n planning periods (e.g. years). Lagg = the overall or aggregate level of current business activity in rupees. G is the total growth in business activity anticipated through period n in today’s rupees. x = the average productivity improvement anticipated from today through planning period n (e.g. if x = 1.08, it means an average productivity improvement of 8%). y = a conversion figure relating today’s overall activity to personnel required (total level of today’s business activity divided by the current number of personnel). It reflects the level of business activity per person.

53. 2. STABILITY INDEX : Alternative method which takes into account the length of service of the persons leaving the organisation, termed as Stability Index. Stability Index measures the compliment of Wastage Rate i.e. Rate of Retention =

54. 3. MODIFIED STABILITY INDEX : (BOWEY’S STABILITY INDEX) BSI = 4. Turnover Analysis – Method of measuring wastage of Employee Annual Employee Turnover Rate =

55. 5. ABSENTEEISM = 6. COHORT ANALYSIS : Reverse of Turnover Analysis Also known as Survivor Analysis Manpower Cohort is a Group of staff who are more or less Homogenous and who joined the organisation at the same time. At the end of each year the number of emp. From the Cohort who survive is calculated and expressed as a Y. age of total no. of Emp. Hired when the Cohort was formed.

56. COHORT ANALYSIS ON THE BASIS OF AGE : The theory behind this method was developed by K.F. Lane and J.E. Andruo Eg. No. of employee engaged in the beginning of a year = 50 No. of employee leavers for different length of service as 1 st Year = 50 2 nd Year = 45 3 rd Year = 40 4 th Year = 35 5 th Year = 30

57. Survivor Analysis = Length of service (in years) No. of Emp. Leaving No. of Emp. Remaining Survival as % age of leaving 0 1 2 3 4 5 0 50 45 40 35 30 500 450 405 365 330 300 100.00 90.00 81.00 73.00 66.00 60.00 100 . Re . x start the at engaged of No time given a at maining of No

58. THE CENSUS METHODS : Here a snap shot of the total situation is taken at a particular point of time or over a short period of time and data on leavers with completed length of service is obtained. Length of service on 01.01.95 in years # of Emp. As on 01.01.95 # Emp. Separated during 95 Turnover Rate Survival Rate Survival Function 0-1 20 6 0.3 0.7 0.7 2-3 20 4 0.2 0.8 0.56 3-4 25 5 0.2 0.8 0.448 4-5 10 3 0.3 0.7 0.313

59. 5-6 18 3 0.167 0.833 0.26 6-7 24 4 0.167 0.833 0.216 7-8 10 2 0.2 0.8 0.172 8-9 15 3 0.2 0.8 0.137 9-10 8 1 0.125 0.875 0.119 10-11 16 1 0.16 0.84 0.099 11-12 18 1 0.555 0.445 0.044 12-13 10 0 0 1 0.044 13-14 17 0 0 1 0.044 14-15 7 1 0.143 0.857 0.037 Total 218 34 0.156 0.844 Length of service on 01.01.95 in years # of Emp. As on 01.01.95 # Emp. Separated during 95 Turnover Rate Survival Rate Survival Function

60. HUMAN RESOURCE INVENTORY PROMOTION IN REDEPLOYMENT IN EXTERNAL HIRING MERGER & ACQUISITION PROMOTION OUT REDEPLOY- MENT OUT VOLUNTARY SEPARA- TION RETIRE MENT INVENT- ARY SEPARA- TION LONG ILLNESS DEATH

64. x a b y Manpower LINEAR REGRESSION METHOD – Describe the relationship between 2 variables. Production Output Manpower > Two variables Production Level If the level of output that an enterprise expects in specified, it is possible to use this method to forecast the level of manpower that will be required.

65. Manpower Soap Brand B Soap Brand A Multiple Regression Method Manpower in the dependent variable 2 brands of Soap are independent.  3 variables are considered, a 3 dimensional space is created.