Related to HR.

1. SUBMITTED BY-
ANU ANKITA LAKRA(15)
PRIYA SINGH(21)
AMIT SOREN(28)
NIDHI PRAWINA TIGGA(30)
NEHA GUPTA(40)
HUMAN RESOURCE
PLANNING

2. CONTENTS
 Human Resource Planning
 Objectives
 Factors
 Importance of HRP
 Business Approach to HRP
 HRP Process
 Limitations
 Conclusion

3. HUMAN RESOURCE PLANNING
 HRP is a process of forecasting a firm’s future
demand for, and supply of, the right type of people in
the right number.
- Aswathappa
 HRP or Personnel Planning is the process by which
the management determines how an organization
should move from its current manpower position to
its desired manpower position.

4. OBJECTIVES
 Forecast future requirement
 Anticipate changes
 Identify imbalances
 Anticipate future manpower problems
 Cost reduction

5. FACTORS
 Type and strategy of organization
 Organizations growth cycle
 Environmental uncertainty
 Outsourcing
 Type and quality of information
 Nature of the job to be filled

6. IMPORTANCE OF HRP
 Provides a road map for future staffing
requirements.
 Business competition
 Employee development
 Anticipate resistance to change and relocation.

7. BUSINESS APPROACH TO HRP

8. HRP PROCESS

9.  Environmental Scanning- It refers to the
systematic monitoring of the external forces
influencing the organization.
 Organizational Objectives & Policies- Human
resource plans need to be based on
organizational objectives. Organizational
objectives are defined by the top
management and the HRP department.

10.  Forecast of personnel needs and supplies-
i. Demand Forecasting- It is a process of
estimating the quantity and quality of people
required to meet future needs of the
organization.
a. Managerial Judgment
b. Ratio Trend Analysis
c. Regression Analysis
d. Work Study Technique
e. Delphi Technique

11.  HR Supply Forecast-
I. Analysis of present employees -Skill
inventory, Management inventory
II. Analysis of Internal sources-Inflow &
Outflow, Attrition Rate/ Turnover Ratio,
Absenteeism Report
III. External sources

12.  Human Resource Programming- Once an
organization personnel demand and supply are
forecasted, the two must be recognized or
balanced so that the vacancies be filled by the
right employee at the right time.
 Human Resource Plan Implementation-
Implementation requires converting an HR
plan into action.
 Control & Evaluation- The HR plan should
include budgets, targets and standards.

13. LIMITATIONS
 Resistance of Employers and Employees
 Uncertainties
 Inadequacies of Information System
 Conflict between short term and long term HR needs
 Conflict between quantitative and qualitative
approaches to HRP
 Incompatibility

14. CONCLUSION
 HRP is referred to as a double aged weapon.
 HRP is a sub-system in the total organizational
planning.
 An integrated part of strategic management, HRP is
variously called strategic manpower planning, or
employment planning.