Human Resource Planning Human Resource Planning

IntroductionIntroduction

CharacteristicsCharacteristics

ConsciousConscious AnalyticalAnalytical PurposivePurposive Forward lookingForward looking DynamicDynamic AggregateAggregate Quantitative and qualitativeQuantitative and qualitative

History of HRPHistory of HRP

1970s- manpower planning has been defined as a 1970s- manpower planning has been defined as a strategy for the acquisition,utilisation,improvement strategy for the acquisition,utilisation,improvement and preservation of human resources(Stainer)and preservation of human resources(Stainer)

1980s- manpower planning is the process of 1980s- manpower planning is the process of forcasting manpower requirements and availability forcasting manpower requirements and availability and matching their demand and supplyand matching their demand and supply

1990s-the purpose of manpower planning is to 1990s-the purpose of manpower planning is to provide continuity of efficient managing of total provide continuity of efficient managing of total business and optimum use of manpower business and optimum use of manpower resources,although that is heavily influenced by resources,although that is heavily influenced by organisation and corporate culture.( Mc Beath) organisation and corporate culture.( Mc Beath)

Towards a definition Towards a definition

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

Difference between HRP & MPPDifference between HRP & MPP

Is with motivating people- a process Is with motivating people- a process in which costs ,numbers,controls in which costs ,numbers,controls and systems intract and systems intract

Attitudinal shiftAttitudinal shift Culture management through Culture management through

organisational development, career organisational development, career planing,training etcplaning,training etc

Manage individuals whose Manage individuals whose creativity,adaptability,and creativity,adaptability,and enthusiasm are seen as important enthusiasm are seen as important for continuity and growthfor continuity and growth

People are seen as assetsPeople are seen as assets Emphasis on human aspectsEmphasis on human aspects Finanancial and technical controls Finanancial and technical controls

follow the human aspectsfollow the human aspects

Is with numerical elements of Is with numerical elements of forecasting,controlsforecasting,controls

Would include virtually any area of Would include virtually any area of planning or personnel managementplanning or personnel management

Routine matching of supply and Routine matching of supply and demand demand

Technical areas of controlTechnical areas of control People are seen as constraints and People are seen as constraints and

obstacles in achievement of obstacles in achievement of business plansbusiness plans

Emphasis on time series,forecasts Emphasis on time series,forecasts and budgetsand budgets

Budgetary financial and numerical Budgetary financial and numerical controlcontrol

Prerequisites of successful HRPPrerequisites of successful HRP

Should be seen within the strategy making Should be seen within the strategy making contextcontext

should help achieve both long term and should help achieve both long term and short term goalsshort term goals

Should be innovativeShould be innovative Should have inputs for both planning and Should have inputs for both planning and

actionaction Should incorporate both soft and hard Should incorporate both soft and hard

approachesapproaches

Types of HRP:Types of HRP:

Resourcing planResourcing plan Training and Development planTraining and Development plan Retention planRetention plan Separation planSeparation plan Organisational design and development Organisational design and development

planplan Employee relations planEmployee relations plan

Assessing the demand for human Assessing the demand for human resourcesresources

Quantify requirements by skill typesQuantify requirements by skill types Quantify requirements by locationQuantify requirements by location Quantify requirements by numberQuantify requirements by number Quantify requirements by business units or Quantify requirements by business units or

divisionsdivisions

Changes in approach to demand Changes in approach to demand forecastingforecasting

Is not straight forwardIs not straight forward Is difficult to convert volumes of work into Is difficult to convert volumes of work into

numbers of peoplenumbers of people Preferred methods:Preferred methods: Financially derived methods,Ratio-Trend Financially derived methods,Ratio-Trend

analysis,Work study technique,Professional analysis,Work study technique,Professional judgement,Active Analysis,Business judgement,Active Analysis,Business process re-engineering,Benchmarkingprocess re-engineering,Benchmarking

INFORMATION REQUIRED FOR INFORMATION REQUIRED FOR DEMAND FORECAST: DEMAND FORECAST:

QUANTITATIVE:QUANTITATIVE: Employee numbers and head countEmployee numbers and head count GeographyGeography DemographicsDemographics FunctionsFunctions RatiosRatios QUALITATIVEQUALITATIVE Skills and competenciesSkills and competencies KnowledgeKnowledge Training needsTraining needs attitudeattitude

Factors influencing future demandFactors influencing future demand

EconomicEconomic TechnologicalTechnological EnvironmentalEnvironmental SocialSocial PoliticalPolitical DemographicDemographic competitivecompetitive

Scenario planing Scenario planing

Recognises uncertaintyRecognises uncertainty Responsive to turbulent and discontinuous Responsive to turbulent and discontinuous

changechange

Option selectionOption selection

Implementation of final hr planImplementation of final hr plan