HUMAN RESOURCE PLANNING
3.OBJECTIVES OF HRP
• Accommodation requirements
• Managements decision
• Employment-unemployment situation
• Technology changes
• Organizational changes
• Demographic changes
• Skill shortages
• Government influences
• Legislative controls
• Impact of pressure groups
• System concept
• Lead time
6. HRP PROCESS NEEDS
• HR need or demand forecast
• HR supply forecasting
7.USES OF HUMAN RESOURCE PLANNING
Human resource management (HRM) is the strategic and coherent ...view middle of the document...
In light of the organization’s objectives, corporate and business level strategies, HRP is the process of analyzing an organization’s human resource needs and developing plans, policies, and systems to satisfy those needs
It can also be defined as the task of assessing and anticipating the skill, knowledge and labor time requirements of the organization, and initiating action to fulfill or ‘source” those requirements. Thus, if the organization as a whole or one of its subsystem is not performing to the benchmark, in other words, it is declining, it may need to plan a reduction or redeploys its existing labor force.
Definitions of HRP as given by different experts. Vetter opines that it is the process by which management determines how the organization should move from its manpower position to its desired manpower position to carry out integrated plan of the organization. According to Geisler, “Manpower planning is the process – including forecasting, developing and controlling by which a firm ensures that it has-
• The right number of people,
• The right kind of people,
• At the right places,
• At the right time, doing work for which they are economically most useful”.
Wickstrom very beautifully summarizes the features of HRP, viz.,
Forecasting future manpower requirements, where we use mathematical projections you might have studied in ‘business economics’ and ‘quantitative techniques’ paper, to project trends in the economic environment and development of the industry.
• Making an inventory of present manpower resources and assessing the extent to which these resources are employed optimally. Procuring competent personnel requires positive recruitment efforts and the development of a variety of recruitment sources. These sources must consider not only the nature and conditions of the external labor market, but also the presence of qualified personnel who are available to fill vacancies through internal promotions or transfers.
Keep in mind the recruitment activities is integrated with diversity and equal employment opportunity initiatives. Staffing needs must be anticipated sufficiently in advance to permit the recruitment and development of fully qualified personnel.
• Anticipating manpower problems by projecting present resources into the future and comparing them with the forecast of requirements to determine their adequacy, both quantitatively and qualitatively; and
• Planning the necessary programmes of requirement, selection, training, development, utilization, transfer, promotion, motivation and compensation to ensure that future manpower requirements are properly met.
1. It’s a systematic approach cause it ensures a continuous and proper staffing. It avoids or checks on occupational imbalances (shortage or surplus) occurring in any of the department of the organization.
2. There is a visible continuity in the process.
3. There is a...