Human Resource Planning and its Ways by Sajjad Awan PhD Scholar TE Planning

SAjjad AHMAD AWAN PHD SCHOLAR TE
PLANNING sahmadawan@gmal.com

1

WAYS TO HUMAN RESOURCE
PLANNING
• Right number of people with right skills at
right place at right time to implement
organizational strategies in order to achieve
organizational objectives
• 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


2

HUMAN RESOURCE
PLANNING
• Setting human resource objectives
and deciding how to meet them
• Ensuring HR resource supply meets
human resource demands


3

HRP Process
• Interfacing with strategic planning and
scanning the environment
• Taking an inventory of the company’s
current human resources
• Forecasting demand for human resources
• Forecasting the supply of HR from within
the organization and in the external labor
market

4

HRP Process Cont.
• Comparing forecasts of demand and
supply
• Planning the actions needed to deal
with anticipated shortage or
overages
• Feeding back such information into
the strategic planning process.

5

Example of the Basic Human
Resources Planning Model

Organization
al Objectives

Human Resource
Requirements

Human Resource
Programs


Feasibility
Analysis

6

HRP Model
• Strategic Human Resource Planning
– Links 1 & 5: HR objectives are linked to
organizational objectives and planning
• Designed to insure consistency between
organization's strategic planning process and HRP.
– So objectives of strategic plan are feasible and
– HR programs are designed around what
organizational objectives and strategies require in
terms of human resource goals


7

Example of the Basic
Human Resources Planning
Model
Organization
al Objectives

1

Human Resource
Requirements

2

Human Resource
Programs

3

Feasibility
Analysis

4
5


8

HRP Model Cont.
• Operational Human Resource Planning
– Steps 2,3, & 4
• Ensure HRP programs are coordinated
and allows the organization to meet its
human resource requirements.


9

Example of the Basic Human
Resource Planning Model
Open new
Open new
product line
product line
Open new
Open new
factory and
factory and
distribution
distribution
system
system

1

Develop staffing for
Develop staffing for
new installation
new installation
••Production
Production
workers
workers
••Supervisors
Supervisors
••Technicalstaff
Technical staff

2

Recruit skilled
Recruit skilled
workers
workers

3

Develop technical
Develop technical
training programs
training programs
Transfer managers
Transfer managers
from other facilities
from other facilities

••Othermanagers
Other managers

Recruiting and
Recruiting and
training
training
programs
programs
feasible
feasible
Transfers
Transfers
infeasible
infeasible
because of lack
because of lack
of managers
of managers
with right skills
with right skills

4

Develop new
Develop new
objectives
objectives
and plans
and plans

6

Recruit managers
Recruit managers
from outside
from outside


5

Too costly to hire
Too costly to hire
from outside
from outside
10

Link 1:

Determine Demand
(labor requirements)

• How many people need to be working and in what
jobs to implement organizational strategies and attain
organizational objectives.
• Involves forecasting HR needs based on
organizational objectives

• Involves consideration of alternative ways of
organizing jobs (job design, organizational
design or staffing jobs)
• Example - Peak production could be handled by
temporary workers or assigning overtime. Machine
breakdowns assigned to maintenance department or
handled by machine operators

11

Link 2: Determine HR Supply (availability)
• Choose HRM programs (supply)
• Involves forecasting or predicting effect of various
HR programs on employee flowing into, through
and out various job classifications.
• First determine how well existing programs are
doing then forecast what additional programs or
combination of programs will do
• Need to know capabilities of various programs and
program combinations

12

Determine Feasibility Links 3 & 4
• Capable of being done
– Requires knowledge of programs, how programs
fit together and external environmental constraints
(e.g., labor force, labor unions, technology created
skill shortages) and internal environmental
constraints (skill shortages within the
organization, financial resources, managerial
attitudes, culture)

• Do the benefits outweigh the costs
– Difficulty in quantifying costs and benefits


13

Revise Organizational Objectives and
Strategies Link 5
If no feasible HR program can be devised,
the organization must revise strategic
plans.


14

Shortcomings of the model HRP in Practice
• Oversimplification of planning process
-Planning does not normally proceeds
till find first acceptable plan
• More than one set of HR goals to satisfy
link 1 and more that one acceptable plan
to satisfy link 2 so:
• Typically choose the best HR goal for
the strategic plan and the best program
to satisfy that HR goal

15

Shortcomings of the model HRP in Practice
• Oversimplification of the benefit of planning is the
specific plans that result
– Planning process has value in and of itself
• HRP in practice is usually less rational and may omit
one or more of the steps
– May lack knowledge required for forecasting
– Incorrect assumptions about effectiveness of HR
programs
– Does not engage in strategic planning
– Resistance to change present HR systems


16

HRP should be :
• Done to guide and coordinate all HR activities
so they work together to support the overall
strategy
• Responsive to internal and external
environment
• Planning - done in advance
• Strategic - linked with higher level planning

17

Human Resource Forecasting
• Process of projecting the organization’s
future HR needs (demand) and how it
will meet those needs (supply) under a
given set of assumptions about the
organization’s policies and the
environmental conditions in which it
operates.
• Without forecasting cannot assess the
disparity between supply and demand
nor how effective an HR program is in
reducing the disparity.

18

Forecasting as a Part of HRP SUPPLY
Choose human
resource programs

DEMAND
FORECASTING
Determine
Determine
organizational
organizational
objectives
objectives

Internal programs

• External selection

•Transfer

•Executive
exchange

•Career planning

Aggregate
Aggregate
demand
demand
forecast
forecast

External programs
• Recruiting

•Promotion

Demand
Demand
forecast for
forecast for
each objective
each objective

FORECASTING

•Training
•Turnover control
Internal supply forecast External supply forecast
Does aggregate
supply meet
aggregate
demand?

No

Aggregate
Aggregate
supply forecast
supply forecast

Yes

Go to feasibility analysis steps
Go to feasibility analysis steps

19

Internal Supply Forecasting
Information
• Organizational features (e.g.,
staffing capabilities)
• Productivity - rates of productivity,
productivity changes
• Rates of promotion, demotion,
transfer and turnover

20

External Supply Forecasting
Information
• External labor market factors
(retirements, mobility, education,
unemployment)
• Controllable company factors on
external factors (entry-level
openings, recruiting, compensation)


21

Demand Forecasting
Information
• Organizational and unit strategic
plans
• Size of organization
• Staff and Managerial Support
• Organizational design


22

Considerations in Establishing
a Forecasting System
• How sophisticated
• Appropriate time frame
• Subjective versus objective
forecasting methods

23

System Sophistication
• Organizational size
– large organizations require more complex
forecasting systems and likely to have the required
skilled staff

• Organizational complexity
– complex career paths and diverse skill
requirements lead to more complex forecasting
systems

• Organizational objectives
– the greater the gap between current HR situation
and desired HR situation the more sophisticated
the system

• Organizational plans and strategies
– the complex the plans are the more complex the
forecasting system

24

Forecasting Time Frame
Depends on degree of environmental
uncertainty
Factors creating uncertainty (shortening time
frame)
– many new competitors, changes in technology, changes
in social, political and economic climate, unstable
product demand

Factors promoting stability (longer time
frame)
– strong competitive position, slowly developing
technology, stable product demand.

25

Subjective VS. Objective
Forecasting
Objective is inappropriate when:
– Lack expertise to use objective
methods
– Lack the historical data or HR data
base is inadequate
– Forecasting horizon is too long for
the available objective method

26

Demand Forecasting Methods
•
•
•
•
•

Delphi Method
Staffing Table Approach
Regression Analysis
Time Series Analysis
Linear Programming


27

Supply Forecasting Methods

•
•
•
•
•

Skills Inventory
Replacement Charts
Succession Planning
Flow Modeling/Markov Analysis
Computer Simulations

28


29

Human Resource Planning and its Ways by Sajjad Awan PhD Scholar TE Planning

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