2.Annotated Outline Introduction

3. Objective The basic purpose of HRP is to decide what positions the organisation will have to englut and how to fill them. Objectives of human pick bring protrude Forecast psychenel begments Cope with changes Use existing custody pro fusilladeably Promote employees in a systematic way human beings vision training 4. Importance Organisations commit HRP to meet future challenges, cut cost, and achieve greater effectiveness Importance of human resource devisening Create a talent pool Prep ar people for future Cope with organisational changes Cut costs Help succession planning serviceman imagination Planning 5.The Process Of HRP The HRP is a four feeling process demand predict, supply forecasting, estimating manpower gaps and recoilulating HR plans. The demand for human resources is influenced by several factors anticipate the demand for human resources External challenges Economic developments Political, legal, social, technological changes Competition Organisationa l decisions Workforce factors human being vision Planning 6. The Process Of HRP External Challenges Liberalisation, privatisation and globalisation (LPG era) have created huge demand for people in softwargon, finance marketing, and manufacturing fields.Organisational Decisions Decisions much(prenominal) as expansion, diversification, and relocation leading to demand for people possessing requisite skills Workforce Factors Such as retirement, resignation, and issue etc creating manpower gaps. gay Resource Planning 7. prophecy Techniques HR forecasts are an attempt to find discover an organisations future demand for employees Forecasting techniques Expert forecasts Trend depth psychology Workforce summary Workload synopsis Human Resource Planning 8.Forecasting techniques Expert Forecasts These are based on the judgements of those who possess best knowledge of future human resource needs Trend abbreviation This is based on the presumption that the future is an extrapolation from the past. Human resource needs, as such(prenominal), can be estimated by examining pas trends. An example of trend psycho synopsis 2001-02 Production of Units 5,000 2002-03 No. of Workers 100 Ratio 1005000 2003-04 Estimated Production 8,000 No. of Workers required 8000 ? 100 = clx 5000 If supervisors have a drag of 20 workers, 8 supervisors are also needed in 2003-04.Human Resource Planning 9. Forecasting techniques Workforce compendium All relevant factors in planning manpower flows in a firm such as transfers, promotions, new recruitments, retirement, resignation, dismissal etc are taken into storey while estimating HR needs Manpower flows in a bank Promotions out Transfers In reanimate Hopping Transfers Out Retirement VRS Scheme (Golden handshake) Recruits In Discharge or Dismissal Terminations Resignations Promotions In Retrenchment Attractions in Other Banks, etc.Human Resource Planning 10. Forecasting techniques Workload epitome Based on the plann ed output, a firm tires to calculate the number of persons required for various hypothecates. An example of workload analysis Planned output for the year 10,000 pieces Standard hours per piece 3 hours Planned hours required 30,000 hours Productive hours per person per year 1,000 hours (estimated on annual basis) (allowing for absenteeism, turnover, idle time etc. ) No. of workers required 30 If span of control in the unit is 10 per officer, then 3 officers are also required. Human Resource Planning 11. allow for Forecasting A) subjective labour supply a manpower inventory in terms of the size and quality of personnel available (their age, sex, education, training, experience, undertaking performance, etc) is usually prepared by HR departments. Several techniques are used while ascertaining the versed supply of manpower (a supply of employees to fill intercommunicate vacancies can come from within the firm or from new hires ) Human Resource Planning 12. Estimated internal labour supply for a given firm Sources of Inflows The Firm Projected Outflows ? Promotions ? Transfers ? Quits Current Staffing ?Promotions train ? Terminations Employees In Employees Out ? untried Recruits ? Retirements ? Recalls ? Deaths ? Layoffs Current Projected Projected Firms internal staffing outflows + inflows = supply for this level this year this year time next year Human Resource Planning 13. leave Forecasting Staffing table Shows the number of employees in each seam, how they are utilised and the future employment needs for each type of avocation. Marcov analysis Uses historical information from personnel movements of the internal labour supply to address what will happen in the future Human Resource Planning 14.Marcov analysis for a hypothetical retail company 2003-2004 Store Asst. Store segment Dept. Sales Exit Managers Managers Heads Heds Executives Store Managers 80% 20% (n = 15) 12 3 Asst. Store 11% 83% 6% Managers 4 30 2 (n = 36) Section 15% 11% 66% 8% Heads (n = 94) 11 63 8 14 Departmental 10% 72% 2% 16% Heads (n = 288) 29 207 6 46 Sales Executives 6% 74% 20% (n = 1440) 86 1066 288 Forecasted Supply 16 41 92 301 1072 353 Figures in circles show the transition percentages Human Resource Planning 15. Supply Forecasting Skills inventory It is a summary of the skills and abilities of non managerial employees used in forecasting supply.Human Resource Planning 16. Skills inventory an example Name A. K. Sen Date printed 1-4-2004 Number 429 Department 41 detect words Work experience Word Description Activity From To Accounting Tax care 1998 2000 T clerk ax ABC Company and analysis Book Keeping Ledger watch 2000 2002 Accountant XYZ Co. Auditing Computer psychoanalysis 2002 2003 Chief Accounts TT Bank records Officer Education Special Qualifications M em be rsh ips Degree Major Year Course Date 1. AIMA MBA Finance 1998 DBF 1996 2. ISTD B. Com Accounts 1995 Risk management 1999 3.ICA Computer Languages Position Location Hobbies Literacy pr eference choice ? Tally French Accounting Kolkata Chess ? Banking Auditing Delhi football Software Bangalore Boating Employees Signature __________ HR Department________ Date _______________________ Date ________________ Human Resource Planning 17. Supply Forecasting Replacement chart It is a visual re insertion of who will replace whom in the accompaniment of a melodic phrase opening. Human Resource Planning 18. Replacement chart prevalent Manager Key V. K. Garg Names given are replacement A/2 candidates P A to A.Promotable now General Manager B. Needing development L. Mathews C. Not suitable to position B/1 1. lord performance 2. above Average performance Assistant General Manager 3. Acceptable performance R. K. Arora A/2 4. unretentive performance B. K. Nehru B/3 Division Division Division Accounting & Planning Manager adept Advisor HR Manager Taxation Manager A. N. Gupta A/1 N. R. Murthy B/3 C. P Thakur . A/1 A. T Roy . C/2 K. P Rao . B/1 Northern component Central Regio n Southern Region Manager Eastern Region Manager Manager A. Subramanyam B/2 Manager L. C. Srivatsav A/2 S.P Kumar A/1 . B. K. Menon B/1 R. Krishna B/3 A. Thapar C/4 R. Pandey B/3 Human Resource Planning 19. Supply Forecasting B) External Labour supply External hires need to be contacted when suitable internal replacements are non available. A growing number of firms are now using computerised human resource information systems to cartroad the qualifications of hundreds or thousands of employees. HRIS can provide managers with a listing of candidates with required qualifications after scanning the data base. Human Resource Planning 20. Important barometers of labour supply 1.Net migration into and out of the area 2. Education levels of workforce 3. Demographic changes in population 4. Technological developments and shifts 5. Population Mobility 6. Demand for specific skills 7. National, regional unemployment rates 8. Actions of competing employers 9. authorities policies, regulati ons, pressures 10. Economic Forecasts for the next few years 11. The attractiveness of an area 12. The attractiveness of an industry in a particular place Human Resource Planning 21. Manpower Gap abstract This is used to locate the forecasts of labour demand and supply.This process identifies potential skill shortages or excessivenesses of employees, skills and caprioles Estimating manpower requirements Year 1 2 3 1. Number required at the beginning of the year 2. Changes to requirements forecast during the year DEMAND 3. numerate requirements at the end of the year (1+2) - 4. Number available at the beginning of the year 5. Additions (transfers, promotions) SUPPLY 6. Separations (retirement, wastage, promotions out and some other losses) 7. Total available at the end of year (4+5+6) 8. Deficit or surplus (3-7) RECONCILIA TION 9.Losses of those recruited during the year OF THE ABOVE 10. Additional numbers needed during the year (8+9) MANPOWER NEEDED Human Resource Planning 2 2. Formulating HR Plans Once supply and demand for labour is known adjustments can be made formulating requisite HR plans A variety of HR plans ? recruitment plan ? Redeployment plan ? Redundancy plan ? pedagogy plan ? Productivity plan ? Retention plan Human Resource Planning 23. Responsibility For Human Resource Planning HRP is a top management job. HR plans are usually made by the HR division in consultation with other corporate heads. either deviations from the formulated plans and their causes must be looked into, from time to time in order to assess whether the plans require decree or modification. Human Resource Planning 24. Limitations Of Human Resource Planning HR professionals are basically confronted with three problems while preparing and administering HR plans accuracy, inadequate top management support, lopsided focus on quantitative aspects. Human Resource Planning 25. Effective Human Resource Planning HR plans must fit in with overall objectives of a firm. They m ust get consistent support from top management.Computerised human resource information systems must be used for applicant tracking, succession planning, building skills inventories etc. The whole work on must be carried out in coordination with operating managers. Human Resource Planning 26. 4-1 JOB digest 27. INTRODUCTION strain analysis is the process of gathering information about a job. It is, to be more specific, a systematic investigation of the tasks, duties and responsibilities necessary to do a job. Job Analysis 28. Nature of job analysis Job Tasks Job Analysis Job Duties Job Responsibilities Job Analysis 29. -4 Partial job analysis questionnaire The information about a job is usually collected through a incorporate questionnaire JOB ANALYSIS INFORMATION FORMAT Your Job Title_______________ Code__________Date_____________ Class Title_______________ Department_____________________ Your Name_________________ Facility___________________________ Superiors Title____________ __ uprised by_______________________ Superiors Name____________ Hours Worked______AM______to AM____ PM PM 1. What is the general purpose of your job? 2. What was your last job?If it was in some other organisation, please name it. 3. To what job would you normally expect to be promoted? Cont Job Analysis 30. Partial job analysis questionnaire 4. If you regularly supervise others, list them by name and job title. 5. If you supervise others, please lay off those activities that are part of your supervisory duties ? Hiring ? Coaching ? Promoting ? Orienting ? Counselling ? Compensating ? Training ? Budgeting ? Disciplining ? Scheduling ? Directing ? Terminating ? exploitation ? Measuring Performances ? Other____________ 6.How would you describe the successful completion and results of your work? 7. Job Duties divert briefly describe WHAT you do and, if possible, How you do it. Indicate those duties you consider to be most important and/or most difficult Cont Job Analysis 31. Parti al job analysis questionnaire (a) Daily Duties (b) Periodic Duties (Please indicate whether weekly, monthly, quarterly, etc. ) (c) Duties Performed at arcsecond Intervals 8. Education Please check the blank that indicates the educational requirements for the job, not your own educational background. No established education required ? College degree ? Less than high school diploma ? Education beyond alumnus ? High school diploma or equivalent degree and/or professional license. ? College certificate or equivalent List advanced degrees or specified professional license or certificate required. Please indicate the education you had when you were placed on this job. Job Analysis 32. Benefits of Job analysis Job analysis information is useful for a variety of organisation purposes ranging from human resource planning to career focusing Job Analysis 33.Important benefits of Job Analysis Multifaceted Nature of Job Analysis Recruitment Human Resource Planning Selection Job valuation Placement Job public figure and Training Redesign Performance Counselling Appraisal Employee Safety Job Analysis 34. Who should conduct job analysis? ? Job incumbents themselves ? Supervisors ? External psychoanalysts Job Analysis 35. The process of Job analysis The major locomote involve in job analysis are ? Organisational analysis ? Selection of representative positions to be analysed ? Collection of job analysis data ? Preparation of job commentary ? Preparation of job specification Job Analysis 36.The Competency Approach to Job Analysis This approach encourages employees to develop role based competencies (knowledge, skills and abilities needed to play several(a) roles ) that may be used in diverse work situations, instead of being case into a job. Job Analysis 37. Methods Of accumulate Job Analysis selective information Seven general techniques are generally used to collect job analysis data ? Job performance the analyst real performs the job in question and collects t he needed information ? Personal observation the analyst observes others doing the job and writes a summary ?Critical incidents job incumbents describe several incidents relating to work, based on past experience the analyst collects, analyses and classifies data. ? Interview job incumbents and supervisors are interviewed to get the most essential information about a job Job Analysis 38. Methods Of Collecting Job Analysis Data ? Panel of experts experienced people such as job incumbents and supervisors with good knowledge of the job asked to provide the information. ? Diary method job incumbents asked to suffer diaries or logs of their daily job activities and record the time spent and nature of work carried out. Questionnaire method job incumbents approached through a properly intentional questionnaire and asked to provide details. ? The Position Analysis Questionnaire it is a standardised form used to collect specific information about job tasks and worker traits. Job Analysis 3 9. Methods Of Collecting Job Analysis Data ? Management Position Description Questionnaire it is a standardised form designed to analyse managerial jobs Management Position Description Factors 1. Product, marketing and financial strategy planning. 2. Coordination of other organisational units and personnel. . Internal business control. 4. Products and services responsibility. 5. Public and customer relations. 6. Advanced consulting. 7. Autonomy of actions. 8. Approval of financial commitments. 9. Staff service. 10. Supervision. 11. complexness and stress. 12. Advanced financial responsibility. 13. Broad personnel responsibility. Job Analysis 40. Methods Of Collecting Job Analysis Data ? Functional job analysis it is a systematic process of finding what is done on a job by examining and analysing the fundamental components of data, people and things.Job Analysis 41. Behavioural Factors Impacting Job Analysis The by-line behavioural factors must be taken care of while carrying out a job analysis ? Exaggerate the facts ? Employee anxieties ? Resistance to change ? Overemphasis on current efforts ? Management straight jacket Job Analysis 42. Job Description And Job Specification The end products of job analysis are Job description this is a written enouncement of what the job holder does, how it is done, under what conditions it is done and why it is done. Job Analysis 43.Specimen of Job Description Title Compensation manager Code HR/2310 Department Human Resource Department Summary Responsible for the design and administration of employee compensation programmes. Duties ? transport job analysis. ? Prepare job descriptions for current and projected positions. ? Evaluate job descriptions and act as Chairman of Job Evaluation Committee. ? Insure that companys compensation rates are in tune with the companys philosophy. Cont Job Analysis 44. Specimen of Job Description ? Relate salary to the performance of each employee. Conduct periodic salary surveys. Develop an d administer performance appraisal programme. ? Develop and oversee bonus and other employee benefit plans. ? Develop an integrated HR information system. Working conditions Normal. Eight hours per day. Five days a week. Report to Director, Human Resource Department. Job specification it offers a profile of human characteristics (knowledge, skills and abilities) needed by a person doing a job. Job Analysis 45. Specimen of job specification Education ? MBA with distinction in HRM/MA in social work/PG Diploma in HRM/MA in industrial psychology. ? A degree or diploma in Labour Laws is desirable.Experience ? At least 3 years experience in a similar position in a large manufacturing company. Skill, friendship, Abilities ? Knowledge of compensation practices in competing industries, of job analysis procedures, of compensation survey techniques, of performance appraisal systems. ? Skill in writing job descriptions, in conducting job analysis interviews, in making group presentations, in do statistical computations ? Ability to conduct meetings, to plan and prioritise work. Work Orientation Factors ? The position may require upto 15 per cent travel. Age ?Preferably below 30 years. Job Analysis 46. Role Analysis To have a clear picture about what a person actually does on a job, the job analysis information must be supplemented with role analysis. Role analysis involves the following steps ? Identifying the objectives of the department and the functions to be carried out therein ? Role incumbent asked to state his key performance areas and his pinch of the roles to be played by him ? Other role partners of the job such as boss, subordinate, peers are asked to state their expectations from the role incumbent ?The incumbents role is clarified and expressed in writing after integrating the diverse viewpoints expressed by various role partners. Job Analysis + dasaritapaswi, 3 months ago Embed . without link up content for WordPress. com 1055 views more its use full to students of management Related Presentations An Analysis Of Fm Radio advert Rates In The Arab World TOC . Human Resource Planning Concept And Need. 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