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
 STRATEGIC
 HR STRATEGY
 RELATIONSHIP WITH MANAGERS
 SPECIALIZED ROLE
 COLLECTING AND ANALYZING DATA
 DESIGNING AND APPLYING FORECAST
SYSTEM
 MANAGING CAREER DEVELOPMENT

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 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 SUPPLY FORECAST

HR PROGRAM

ACTION PAN

CONTROL AND
EVALUATION

SURPLUS SHORTAGE

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 BENEFITS OF HRP
 WIN FOR
EMPLOYEES
 WIN FOR
 COMPETITIVE PAY
AND BENEFITS ORGANIZATIONS
 TRAINING, GROWTH  RIGHT STRUCTURE &
& DEVELOPMENT PEOPLE
 REDUCED  DEVELOPED HR
REDUNDANCY  IMPROVED MORALE
 CONTINUITY OF JOB  PRODUCTIVITY GAINS
 JOB SATISFACTION  IMPROVED CUSTOMER
 CONDUCIVE WORK SATISFACTION
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 AGE
 BY LENGTH OF SERVICE

 BY FUNCTIONS, DEPTS

 BY LOCATION

 BY SKILLS AND KNOWLEDGE

 BY GENDER

 BY PERFORMANCE

 BY SALARY

 BY 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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