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
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SESSION 1 BASICS OF HR PLANNING

HRP SYSTEM PROCESS AND FUNCTION OF HRP DEMAND MANAGEMENT SUPPLY MANAGEMENT CONTEMPORARY TRENDS

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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

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TYPES OF PLANS

PHILOSOPHY PURPOSE OBJECTIVES STRATEGY POLICIES PROCEDURES PROGRAMS BUDGET

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ROLE OF HRP PROFESSIONAL

ADMINISTRATIVE

MANAGING HR WELFARE PRACTICES HR STRATEGY RELATIONSHIP WITH MANAGERS COLLECTING AND ANALYZING DATA DESIGNING AND APPLYING FORECAST SYSTEM MANAGING CAREER DEVELOPMENT
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STRATEGIC

SPECIALIZED ROLE

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
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HRP PROCESS

ORGANIZATION OBJECTIVES & POLICIES HR DEMAND FORECAST HR PROGRAM HR SUPPLY FORECAST

ACTION PAN CONTROL AND EVALUATION

SURPLUS

SHORTAGE

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BENEFITS OF HRP

WIN FOR EMPLOYEES

COMPETITIVE PAY WIN FOR ORGANIZATIONS AND BENEFITS TRAINING, GROWTH RIGHT STRUCTURE & PEOPLE & DEVELOPMENT DEVELOPED HR REDUCED REDUNDANCY IMPROVED MORALE CONTINUITY OF JOB PRODUCTIVITY GAINS JOB SATISFACTION IMPROVED CUSTOMER SATISFACTION CONDUCIVE WORK CULTURE RETENTION LOWERING HIRING COSTS

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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

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DEMAND FORECASTING TECHNIQUES

MANAGERIAL JUDGEMENT RATIO TREND ANALYSIS WORK STUDY TECHNIQUES DELPHI TECHNIQUE FLOW MODELS

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MANAGERIAL JUDGEMENT

DISCUSSION AND ARRIVAL AT FUTURE DEMAND TOP DOWN/ BOTTOM UP/ COMBINATION

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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

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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

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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
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FLOW MODELS MARKOV 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
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HR SUPPLY FORECAST

NUMBER OF PEOPLE AND POSITIONS LIKELY TO BE AVAILABLE

INTERNAL EXTERNAL

ASSESS FUTURE STAFF LEVELS PREVENT SHORTAGE LEGAL REQUIREMENTS RESERVATION

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HR INVENTORY

CATEGORIZATION
BY BY BY BY BY BY BY BY BY

AGE LENGTH OF SERVICE FUNCTIONS, DEPTS LOCATION SKILLS AND KNOWLEDGE GENDER PERFORMANCE SALARY LEVELS

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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
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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
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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

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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
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OC

FLEXIBLE AND ADAPTABLE GLOBAL PERSPECTIVE OBSESSION WITH QUALITY CUSTOMER ORIENTATION PEOPLE ORIENTATION CREATING LOW COST PROFITABLE ORGANISATION

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TRENDS IN PMS

PERIODIC CONSTRUCTIVE FEEDBACK MBO KRAs IN LINE WITH COMPANY OBJECTIVES FREE TWO WAY COMMUNICATION 360 DEGREE FEEDBACK

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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
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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

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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
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TRENDS IN SUPPLY

QUALITY AND EDUCATION WOMEN OLDER HANDICAPPED PART TIMERS

WOMEN, STUDENTS, RETIRED, DISABLE

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TRENDS IN DEMAND

TECHNOLOGY
COMPUTERIZATION ROBOTIZATION

SUCCESSION PLANNING ASSESSMENT CENTER

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EXERCISE

AS HR MANAGER SET UP A ASSESSMENT CENTER TO SELECT SALES PERSONS AT MANAGER LEVEL

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