MS23 HUMAN RESOURCE PLANNING

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MS-23HUMAN 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 1BASICS 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 SUPPLY FORECAST
HR DEMAND FORECAST
HR PROGRAM
ACTION PAN
CONTROL AND EVALUATION
SHORTAGE
SURPLUS
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BENEFITS OF HRP

• WIN FOR EMPLOYEES
• COMPETITIVE PAY AND BENEFITS
• TRAINING, GROWTH DEVELOPMENT
• REDUCED REDUNDANCY
• CONTINUITY OF JOB
• JOB SATISFACTION
• CONDUCIVE WORK CULTURE

• WIN FOR ORGANIZATIONS
• RIGHT STRUCTURE PEOPLE
• DEVELOPED HR
• IMPROVED MORALE
• PRODUCTIVITY GAINS
• IMPROVED CUSTOMER SATISFACTION
• 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 MODELSMARKOV 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
• MA
• 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
• TD 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