HUMAN

RESOURCE
PLANNING
PRESENTED BY: CAMBALON, DHAPNE
CABARLES, DANIELA YSABEL
FORM A WORD USING THE GIVEN JUMBLED LETTERS BY
ANSWERING THE FOLLOWING QUESTIONS

1. LPANGINN
PLANNING
2. EMNAD REFOTNGSAC
DEMAND FORECASTING
3. UHAMN ECRSUROE
HUMAN RESOURCE
 INTRODUCTION TO HUMAN RESOURCE
PLANNING

 HUMAN RESOURCE (HR) PLANNING

The process of analyzing and identifying the need for and availability of human
resources so that the organization can meet it’s objectives.
 So Human Resource Planning is a process by which an organization ensures
that
 INTRODUCTION TO HUMAN RESOURCE
PLANNING

HUMAN RESOURCE PLANNING

the continuous process of systematic planning
ahead to achieve optimum use of an organization’s
most valuable asset—quality employees.
major task of HRM because it is concerned with
utilizing human resources.
 INTRODUCTION TO HUMAN RESOURCE
PLANNING

PLANNING
 a process of selecting the organizational objectives and taking actions to achieve
those objectives. The most important and primary function of management.
 must be realistic and workable.
STRATEGIC PLANNING
 process of figuring out why the organization is in business and what long-term
goals it wants to achieve with its available resources. Human talent is one of
those resources, so there’s a direct link between strategic and human resources
planning – neither one can exist without the other.
 RELATIONSHIP OF HUMAN RESOURCE
PLANNING ANG STRATEGIC PLANNING

As you can see, human resources are an integral part of any strategic
plan. If the business does not have the right skills and talent in place
to achieve its goals, then the strategic plan will fail due to a lack of
knowledge and manpower. Similarly, if talent is acquired and deployed
without reference to the company’s strategic goals, then you’re going
to end up with a lot of people doing jobs that don’t add value to the
business, and which don’t move the company closer to where it wants
to be.
7 STEPS IN HUMAN RESOURCE PLANNING

ANALYZING ORGANIZATIONAL OBJECTIVES

The objective to be achieved in future in various fields
such as production, marketing, finance, expansion and
sales gives the idea about the work to be done in the
organization.
INVENTORY OF CURRENT HUMAN RESOURCES
From the updated human resource information storage
system, the current number of employees, their capacity,
performance and potential can be analyzed.
7 STEPS IN HUMAN RESOURCE PLANNING
FORECASTING DEMAND AND SUPPLY
The human resources required at different positions according to their job profile are
to be estimated. The available internal and external sources to fulfill those
requirements are also measured. There should be proper matching of job description
and job specification of one particular work, and the profile of the person should be
suitable to it.
Estimating Manpower Gaps:
Comparison of human resource demand and human resource supply will provide with
the surplus or deficit of human resource. Deficit represents the number of people to
be employed, whereas surplus represents termination. Extensive use of proper
training and development program can be done to upgrade the skills of employees.
7 STEPS IN HUMAN RESOURCE PLANNING

FORMULATING THE HUMAN RESOURCE ACTION PLAN

The human resource plan depends on whether there is deficit or surplus in the
organization. Accordingly, the plan may be finalized either for new recruitment, training,
interdepartmental transfer in case of deficit of termination, or voluntary retirement
schemes and redeployment in case of surplus.
IMPLEMENT THE HUMAN RESOURCE ACTION PLAN
Once the human resources plan is formulated, the human resources department should
implement the plan in the organization. This should be aligned with the goals and
objectives of the organization as well as the goals and objectives of each department of
the organization.
7 STEPS IN HUMAN RESOURCE PLANNING

MONITORING, CONTROL AND FEEDBACK

It mainly involves implementation of the human resource action plan. Human
resources are allocated according to the requirements, and inventories are updated
over a period. The plan is monitored strictly to identify the deficiencies and remove it.
 FACTORS THAT AFFECT HUMAN RESOURCE
PLANNING

 EMPLOYMENT
HRP is affected by the employment situation in a country. In
countries where there is greater unemployment, there may be more
pressure on the government to appoint more people.
 TECHNICAL CHANGES IN SOCEITY
Technology changes quickly, and new people having the required
knowledge are required for the company.
 ORGANIZATIONAL CHANGES
Changes take place within the organization from time to people
 FACTORS THAT AFFECT HUMAN RESOURCE
PLANNING

ECONOMIC FACTORS
How much money is available for salaries, training, and equipment is the
most immediate concern in human resource planning. However, external
economics plays an equally critical role.
SOCIAL FACTORS
Social factors may influence the organization’s HR planning. There is a
clear discrepancy of one social group. It’s a good idea to build in ways of
opening up new opportunities.
 FACTORS THAT AFFECT HUMAN RESOURCE
PLANNING

TECHNOLOGICAL FACTORS
New technology brings new skill requirements, so companies always need
to be aware of proficiencies and training needs when planning human
resources.
LEGAL FACTORS
Employment law is the most significant sector of the legal system that
affects human resource planning, and it changes all the time.
 FACTORS THAT AFFECT HUMAN RESOURCE
PLANNING

 ENVIRONMENTAL FACTORS
Environmental factors might include where the business is located about finding
sufficient appropriate staff or changes to the environment that mean a need for
more or fewer employees.
 LABOR MARKET
The labor market comprises people with skills and abilities that can be tapped when
the need arises. Although in many 3rd countries with surplus labor, there is a
shortage of skilled people. We should take measures to make more skilled workers
available in the country.
 TWO TYPES OF FORECASTING

HUMAN RESOURCE FORECASTING

 process of estimating the demand for and supply of HR in an
organization.
DEMAND FORECASTING
 of determining future needs for HR in terms of quantity and quality.
It is done to meet the future personnel requirements of the
organization to achieve the desired level of output.
 may be either judgmental or mathematical.
 this highlights shortage and overstaffs positions.
 TWO TYPES OF FORECASTING

SUPPLY FORECASTING
another side of human resource assessment.
concerned with estimating the supply of workforce given the analysis
of current resources and future availability of the human resource in
the organization.
estimates the future sources of HR that are likely to be available from
within and outside the organization.
 WHAT IS QUALITATIVE
FORECASTING?

QUALITATIVE FORECASTING
a method of making predictions about a company’s finances that uses
judgement from experts.
based on information that can’t be measured.
best for long-term forecasts, to forecast new business ventures and
forecasts of margins.
 QUALITATIVE METHODS

THE DELPHI METHOD

 structured approach brings together experts to answer a series of
questionnaires, with results from the previous questionnaire determining the
content for the next one. A facilitator is involved at each stage.
IN-HOUSE EXPERTISE
 The staff member(s) with the most expertise on what’s being forecasted
take on the task. They use their in-depth knowledge to make predictions.
 QUALITATIVE METHODS

MARKET RESEARCH
This is another forecasting method that requires significant time, energy
and resources. Information is collected via conversations with present
and potential customers about their needs for certain services or goods.
Questionnaires, surveys and analysis of variables are all required to
produce accurate data
This method produces very accurate data for the short (less than three
months) to medium term (three months to two years) as it identifies
changing customer opinions.
 WHAT IS QUANTITATIVE
FORECASTING?

QUANTITATIVE FORECASTING
 relies on data that can be measured and manipulated. The data is
usually from the past. Quantitative (or statistical) forecasting should
use data on past sales or performance to evaluate if sales are
currently increasing or decreasing or the business is flourishing or
stagnating—and exactly how quickly this is happening.
 TYPES OF QUANTITATIVE
FORECASTING
TIME SERIES ANALYSIS
 requires a few years of data on either a specific product or product
line in order to get a clear sense of patterns. These types of patterns
indicate that they’ll keep happening into the future, or at least this is
the assumption.
CAUSAL METHODS
These methods take into account other factors which affect your
business. This more advanced technique can work farther into the
future than time series analysis. It relies on having a large data
set—a time series analysis plus market research
FIVE STRATEGIES TO COUNTER THE EFFECTS
OF A CANDIDATE SHORT MARKET

1)LOOK FOR TALENT IN-HOUSE

2)ADJUST HIRING CRITERIA
3)USE FOR INTERIM PROFESSIONALS
4)REDUCE THE TIME TO HIRE
5)TRANSFERS