Human resource planning,Introduction Defination of HRM Objectives of HRM Importance of HRM How HRM important for Managers Process of HRM Line & staff Managers HRM complete process Exhibit Strategics of HRM Summary Recommendations

1. Safeer Raza (05)
Umer Nawaz (48)
Noman Arshad ()
Farooq Raza ()
Babar Awan (09)
Umer Farooq (31)

2. Contents
1.Introduction
2.Defination of HRM
3.Objectives of HRM
4.Importance of HRM
5.How HRM important for Managers
6.Process of HRM
7.Line & staff Managers
8.HRM complete process Exhibit
9.Strategics of HRM
10.Summary
11.Recommandations

3.  The overall aim of modern human resource management is to
ensure that the organisation is able to achieve its objectives
through its staff. In order to reach its objectives an organisation
needs not only qualified staff but also effective and efficient
systems as well as access to and effective allocation of financial
resources. Institutional development therefore involves not only
putting the right person at the right place at the right time, but also
that the organisation provides a conducive and effective work
environment and systems and that the organisation has access to
adequate financial resources.
 In addition to human resources, the organisation needs systems
like computers and financial management system, transport to
reach the client & medicines in a hospital
Introduction

4. MEANING AND DEFINITION
In simple words, HRP is understood
as the process of forecasting an
organization's future demand for, and
supply of, the right type of people in
the right number.

5. DEFINITION OF HRP
 It is a process by which an organization ensures that
it has the right number and kind of people at the
right place and at the right time, capable of
effectively and efficiently completing those tasks
that help the organization achieve its overall
objectives.
 Organizations need to do human resource planning
so they can meet business objectives and gain a
competitive advantage over competitors.

6. Umar Farooq (31)

7. IMPORTANCE OF HR PLANNING
1. It helps in assessing required personnel need with necessary
qualifications, skills, knowledge, experience and aptitude.
2. It also helps in establishing HR replacement plan in time.
3. It helps meeting manpower shortages due to labor turnover.
4. Helps meeting personnel needs of expansion or downsizing
programs.
5. Helps to avoid surplus or deficiency of labor in future.
6. It supports to cope with changes in competitive forces,
markets, technology, products and government regulations.
7. Supports in complying with labor or employment laws and
regulations.

8. 9. OTHER BENEFITS
• Upper management has a better view of the HR
dimensions of business decision
• More time is provided to locate talent
• Better opportunities exist to include women & minority
groups in future growth plans
• Better planning of assignments to develop managers
can be done
Importance of HR Planning

9. To recruit and maintain the HR of requisite quantity and quality.
To predict the employee turnover and make the arrangements for
minimizing turnover and filing up of consequent vacancies.
To meet the requirements of the programe of expansion,
diversification etc.
To anticipate the impact of technology on work, existing
employees and future human resource requirements.
To progress the knowledge, skill, standards, ability and
discipline etc.
Objectives of HR Planning

10. To appraise the surplus or shortage of human
resources and take actions accordingly.
To maintain pleasant industrial relations by
maintaining optimum level and structure of human
resource.
To minimize imbalances caused due to non-
availability of human resources of right kind, right
number in right time and right place
Objectives of HR Planning

11. Babar Awan (09)

12. Perhaps it's easier to answer this by listing some of the personnel mistakes you
don't want to make while managing. For example, you don't want to:
 Hire the wrong person for the job
 Experience high turnover
 Have your people not doing their best
 Waste time with useless interviews
 Have your company take to court because of discriminatory actions
 Have your company cited under federal occupational safety laws for unsafe
practices


13.  Have some employees think their salaries are unfair and
inequitable relative to others in the
 Allow a lack of training to undermine your department's
effectiveness
 Commit any unfair labor practices

14. Step I: Strategic analyses
Step II: Job analyses
Step III: Forecasting labor demand and supply
Step IV: Establishing mechanism for HR recruitment and selection
Step V: Establishing mechanism for HR training and development
Step VI: Establishing HR performance management system
Step VII: Establishing HR relationship management system
Strategic process of HR Planning

16. Noman Arshad ()

18. Line and staff management has two separate hierarchies:
(1) The LINE hierarchy in which
the departments are revenue generators (manufacturing, selling),
and their managers are responsible for achieving
the organization's main objectives by executing the
key functions (such as policy making, target setting, decision
making);
(2) the STAFF hierarchy, in which the departments are
revenue consumers, and their managers are responsible
for activities that support line functions (such
as accounting, maintenance, personnel management).
Line & staff Management

19. While both hierarchies have their
own chains of command, a line manager may
have direct control over staff employees but
a staff manager may have no
such power over the line employees. In
modern practice, however, the difference in
the two hierarchies is not so clear-cut
and jobs often have elements of the
both types of functions
Line & staff Management

20. FACTORS AFFECTING HRP
IV. TIME HORIZONS
• Short-term & Long-term plans
V. TYPE & QUALITY OF FORECASTING INFORMATION
• Type of information which should be used in making forecasts
VI. NATURE OF JOBS BEING FILLED
• Difference in employing a shop-floor worker & a managerial
personnel
VII. OFF-LOADING THE WORK

21. Farooq Raza ()

22. USES OF HR INFORMATION
SYSTEM
 HR planning and analysis
 Equal employment
 Staffing
 HR development
 Compensation and benefits
 Health,saftey and security
 Employee and labor relations

23. HR PROGRAMMING
 After personal demand and supply are forecast the
vacancies should be filled at right time with right
employees.

24. HR PLAN IMPLEMENTATION
 Converting HR plan into action.
 Action programmes are..
 Recruitment
 Selection & placement
 Training and development
 Retraining & redeployment
 The retention plan
 The redundance plan
 The succession plan

25. Recruitment
Selection & placement
 If Shortage of employees
- Do-
Hire new full-time employees
Offer incentives for postponing retirement
Re-hire retired employees on part-time basis
Attempt to reduce turnover
Bring in over-time for present employees
Subcontract work to another company
Hire temporary employees
Re-engineer to reduce needs

26.  If surplus of employees is expected
-Do-
Do not replace employees who leave
Offer incentives for early retirement
Transfer or reassign excess employees
Use slack time for employees training or equipment
maintenance
Reduce work hours
Pay off employee

27. TRAINING AND DEVELOPMENT
 It covers no. of trainees required
 It necessary for existing staff
 Identification of resource personal for conducting
development programmes
 Frequency of training and development programmes
 Budget allocation