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Human Resource Planning It is a process of getting the right number of qualified

people into the right job at the right time

This is very much important for strategic planning

A process which is very much helpful to arrive at the

competencies Help to identify the core competencies

A tool used to increase the productivity

An assurance to stand unique with everything

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Factors that determine HR plans

Need for HumanResources:Quantity and

Skill levels

Available financialFinancial Resources

HR Plans and Policies forRecruitment

SelectionHR developmentCompensation

Performance ManagementStaffing Adjustments

Strategy of theorganisation Culture of theorganisation

Competitive/

FinancialEnvironment

Current

OrganisationalStructure

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Human Resource Planning

It is a process of analysing and identifyingthe need for and availability of he human

resources so that the organisation can meet its

objectives. It is planned on the basis of

Production schedules

Market fluctuations

Demand forecasts

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Objectives

Forecast personnel requirementsfuture manpower needs in the organisation

Cope with changes

in market conditions, technology, products

and government regulations in an effective wayUse existing manpower productively

inventory of existing skill level, training,educational qualification, work experience etc.,

Promote employees in a systematic manner

useful information on the basis of whichmanagement decides promotion

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ImportanceReservoir of talent

Prepare people for future

Expand or contract

Cut costs

Succession planning

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Process of Human Resource

Planning

1. Forecasting the Demand for Human Resources

a) External Challenges

b) Organisational Decisions

c) Workforce Factors

d) Forecasting Techniques

e) Work force Analysis

f) Work Load Analysisg) Job Analysis

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Process of Human Resource

Planning

3. Determining the manpower Gaps- Number required at the beginning of the year

- Changes of requirements forecasted during theyear

- Total requirements at the end of the year

- Additions (transfers, promotions)

- Deficit and surplus

- Losses of those recruited during the year

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Process of Human Resource

Planning

4. Formulating HR plans- Recruitment plan

- Redeployment (new place of work)

- Redundancy plan (unemployed)

- Training plan

- Productivity plan

- Retention plan

- Control points

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HR Planning ProcessOrganisational

Objectives andStrategies

Scan ExternalEnvironment forChanges affecting

Labor supply

Analyse Internal Inventoryof HR Capabilities

Forecasting

Survey of PeopleAvailable

HR Strategies andPlans

OrganisationalNeed for People

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Scanning the External

Environment

Process of studying the environment of theorganisation to pinpoint opportunities and threats.

Here the main thrust is given to the

environment like government issues, workforce

changes, economic conditions, geographic and

competition issues.

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Government Influences

Tax legislation at local, state and federal levelsaffects HR planning

Pension provisions and Social Security legislation

may change retirement patterns

Elimination or expansion of tax benefits for jobtraining expenses might alter some job training

activities associated with workforce expansions

Tax credits for employee day care and fninancial aid

for education may affect employer practices inrecruiting and retaining workers.

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Economic Conditions

The business cycle of recession and economicbooms affects HR planning

Factors such as interest rate, inflation, and

economic growth affect the availability of workers

Decisions on wages, overtime, and hiring or

laying off workers may be affected by economic

conditions

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Geographic and Competitive

Concerns

Other employees in the area

Employee Resistance to the geographic location

Direct competition in the industry and the impactof inter-geographic location

The impact of International Competition

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Workforce composition Changes in the composition of workforce like

- regular

- voluntary

- full time

- job shares- telecommuters

- seasonal/contingent

- retirees

- involuntary

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Internal assessment of the

organisational workforce

Auditing jobs and skills

- what jobs exist now?

- how many individuals are performing each job?

- what are reporting relationships of jobs- how essential is each job

- what jobs will be needed to implement future

organisation strategies?

- what are the characteristics of anticipated job?

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Internal assessment of the

organisational workforce

Organisational Capabilities Inventory

- Individual Employee Demographics (age, length of

service in the organisation, time in present job)

- Individual Career Progressions (jobs held, time ineach job, promotions or other job changes, pay

rates)

- Individual Performance Data (work

accomplishments, growth in skills

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Forecasting

Mathematical models like- statistical regression analysis

- simulation models

- productivity ratios- staffing ratios

Judgmental techniques like

- estimates

- rules of thumb

- delphi techniques

- nominal groups

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Job Analysis

The procedure for determining the duties andskill requirements of a job and the kind of personwho should be hired.

It is a formal and detailed examination of jobs.

It is the systematic investigation of the tasks,duties and responsibilities necessary to do a job

It is also an important personnel activitybecause it identifies what people do in their jobs andwhat they require in order to do a job satifactorily.

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Aims of Job Analysis Work activitieshow, why, and when Human behaviourssensing, communicating,

deciding and writing

Machines, tools, equipments, and work aids used

Performance standardsbasis for evaluation

Job contextphysical work settings, work schedule,

etc.,

Human requirementsjob related knowledge orskills and required personal attributes

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Uses of job analysis

Human resource planning

Recruitment

Selection

Placement and orientation

Training

Counseling

Employee safety

Performance Appraisal

Job design and redesign

Job evaluation

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Steps in Job Analysis

Identify the use to which the information will be put Review relevant background information such as

organisation charts and prior job descriptions

Select representative position to be analysed

Actually analyse the job

Review the information with job incumbents

Develop a job description and job specification

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Standard questionnaires used

The Position Analysis Questionnaire (PAQ)developed at Purdue University to

quantitatively sample work oriented job

elements. It contains 194 items divided into six

major job dimensions. They are

- information input

- mental processes

- physical activities

- relationship with other people

- job context

- other job characteristics

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Management position description

questionnaire

Standardised instrument designed specifically foruse in analysing managerial jobs. The 274 itemquestionnaire contains 15 dimensions. They are

- product, marketing and financial planning

- coordination of other organisational unitsand personnel

- internal business control

- products and services responsibility- public and customer relations

- advanced consulting

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Management position description

questionnaire (MPDQ)

- autonomy of actions

- approval of financial commitments

- staff service

- supervision

- complexity and stress

- advanced financial responsibility

- broad personnel responsibility

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Functional Job Analysis (FJA)

FJA is a worker-oriented job analysisapproach that attempts to describe the whole

person on the job. There are five steps to be

followed

- identification of organisations goals

- identification and description of tasks

- analysis of tasks

- developing performance standards basedon analysis

- development of training content needed by

the job holder.

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Job description

is a written statement of what the jobholderactually does, how he or she does it, and underwhat conditions the job is performed.

This information in turn used to write a job

specification that lists the knowledge, abilities,and skills needed to perform the job satisfactorily

There is no standard format you must use inwriting job description.

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Job description contents

Job identification Job summary

Responsibilities and duties

Authority of incumbent Standards of performance

Working conditions

Job specifications

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Contents of JD

Job identification

This involves several type of information

such as

job titlespecifies the title of the job such as

supervisor, marketing manager, inventory clerketc.,

job statusexempt of nonexempt status of the

job (administrative and professional are exmpt

from overtime and minimum wage provisions

location of the jobplant/division and

department/section along with immediate

supervisors signature, pay scale, the grade or

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Contents of JD

Job summaryshould describe the general nature of the job,

listing only its major functions of activities

for eg., marketing manager plans, directs and

coordinates the marketing of the organisations

products and/or services.

try to avoid the general statements like

performs other assignments as required.

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Contents of JD

Responsibilities and Duties

here the major duties are listed and

described in a few sentences

this also describe the limits of the jobholders

authority, including his or her decision-making

authority, direct supervision of other personnel,

and budgetary limitations.

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Job description guidelines Be clearshould portray the work

Indicate scope of authoritybe sure and indicatethe position

Be specificselect the most specific words toshow and use action words such as analyze, gather,

assemble, plan, devise, infer, deliver, maintain,supervise, and recommend.

Be briefshort accurate statements to accomplishthe purpose best

Recheckcheck whether the description fulfills thebasic requirements

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Practical job analysis approach

1. Decide on a Plan2. Develop an organisation chart

3. Use a Job Analysis/description

questionnaire4. Obtain the dictionary of Occupational titles

5. Choose appropriate definitions and put

them on index cards

6. Put appropriate DOT summaries on the top

of your job description form

7. Complete your job description

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Job Specification

takes the job description and answersthe question, What kind of person to recruit and

for what qualities that person should be tested.

The job specification may be a separate section

on the job description or a separate document

entirely

S ifi ti f t i d

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Specifications for trained versus

untrained personnel

Writing job specification for trained people isrelatively straightforward

The problems are more complex when youre

filling jobs with untrained people. Here you mustspecify qualities such as physical traits,personality, interests, or sensory skills that implysome potential for performing the job or forhaving the ability to be trained for the job.

Job specifications based on

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Job specifications based on

judgment

This approach is based on educated guess of peoplelike supervisors and human resource managers.

The basic procedure here is to ask, what does ittake in terms of education, intelligence, training and

the like to do this job well? The Dictionary of Occupational Titles will be useful

here. In this the job analysts and vocationalcounselors have made judgments regarding each

jobs human requirements.

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Dictionary of Occupational Title In this each of these human requirements or

traits has been rated and assigned a letter asfollowsGIntelligenceVVerbal

NNumericalSSpatialPPerceptionQClerical Perception

KMotor Co-ordinationFFinger DexterityMManual DexterityEEye-hand-foot coordination

CColor discrimination

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Research Insights Recent study obtained from over 18,000

employees in 42 different hourly entry level jobs.Here they found various behaviours which wascategorized as generic and otherwise importantacross the work boards regardless of their jobs.IndustriousnessThoroughnessSchedule Flexibility

Attendance

Off-task Behaviour (reverse)Unruliness (reverse)Theft (reverse)Drug misuse (reverse)

Job Specification based on

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Job Specification based on

Statistical Analysis

Predictors like human traits, intelligence, orfinger dexterity

Indicator or criterion of job effectiveness.

There is a five step procedure for this1. Analyse job and decide how to measureperformance2. Select Personal traits like finger dexterity

which is useful for successful performance3. Test candidates for these traits4. Measure these candidates subsequentperformance

5. Statistically analyse the relationship between

Job Specification based on

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Job Specification based on

Statistical Analysis

Personality Related job RequirementsThis forms the basic personality dimensions

such as

agreeableness

conscientiousness

emotional stability

about the above characteristics a questionnaire is

given and the results were arrived statistically.

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Job Enlargement

By the mid 1900s writers reacted to the AdamSmith and Fredrick Taylors concept of

specialization and efficiency as dehumanizing

one and proposed various solutions like

Job Enlargement

Job Rotation

Job Enrichment

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Job Enlargement

It means assigning workers additional same- levelactivities thus increasing the number of activities

they perform.

For eg. The worker was assembling chairs, who

previously only bolted the seats to the legs might

take the additional tasks of assembling the legs

and attaching the back as well.

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Job Rotation

Systematically moving workers from one job to

another.

On an assembly line, a worker might spend an

hour fitting the doors, the next hour installing the

headlamps and so on.

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Job Enrichment

This means redesigning jobs in a way thatincrease the opportunities for the workers to

experience feelings of responsibility,

achievement, growth, and recognition by doing

the job well. Five ways to do this are1. Form natural work groups

2. Combine tasks

3. Establish client relationships4. Vertical loading

5. Open feedback Channels

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De-jobbing This is ultimately a result of changes taking place in

business today.

Organisations need to grapple with the revolutionaryforcesaccelerating product and technologicalchange, globalize competition, deregulation, political

instability, demographic changes and trends towardsa service society and the information age.

The forces like this have dramatically increased theneed for firms to be responsive, flexible, and capable

of competing in the global marketplace.

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Coping with de-jobbing

Some radical changes in the structure of theorganisation will avoid this blurring. They are1. Flatter Organisations(General Electric, ABB)

2. Work Teams (traditional pyramid organisationwas replace with multi-skilled, cross functional

and self-directed teams)3. The Boundaryless organisation(widespreaduse of teams and similar structural mechanismslike avoiding sales and production hierarchical

levels4. Reengineering (the fundamental rethinkingand radical redesign of business processes toachieve dramatic improvements in critical,contemporary measures of performance such as