Human Resource Planning
PRESENTER- MD. MUBINUL ISLAM
( H U M A N R E S O U R C E M A N A G E M E N T, K H U L N A U N I V E R S I T Y,
KHULNA, BANGLADESH)
Human Resource Planning (HRP)
2/12
 Human Resource: HR is the primary resource without which other
resources can not put into use.
 Planning: is the process of selecting the organizational objective and taking
action to achieve those objectives.
 HRP: The proactive process by which an organization ensures that it has the
right number and kinds of people at the right place, at the right time who are
capable of performing their assigned tasks effectively and efficiently.
According to Walker, “ HRP is the process of analyzing an organization’s HR
needs under changing conditions and developing the activities necessary to
satisfy these needs.”
HRP Process Model
3/12
Micro-Macro Environment Analysis
Supply Forecasting
Demand Forecasting
1 Vs 2
Development & Implementation
The Importance of Strategic HR Planning
4/12
There are at least two reasons why strategic HR planning is so important:
1. Employees help an organization achieve success because they are strategic
resources.
2. The planning process itself results in improved goal attainment.
( improve org. performance, shape employee behavior )
Human capital:
 Human capital is the sum of employees’ knowledge, skills, experience, and
commitment invested in the organization.
Types of Planning
5/12
• Aggregate Planning
–
Anticipating needs for groups of employees in specific, usually lower level jobs,
and general skills employees will need to ensure sustained high performance
• Succession Planning
Most often, it focuses on key critical management positions in the organization
to fill with individuals who provide the best fit.
– Ensuring the organization has the right number of HR supply to fill up the
future key or managerial position
–
Aggregate Planning
6/12
 Forecasting demand (Unit Forecasting, Top-Down Planning)
 Forecasting supply.
 The level and quantities of abilities, skills, and experiences can be determined
using a Skills Inventory.
 Annually updated human resource information system (HRIS) is a dynamic
source of HR information
 Markov analysis can be used to create a transition probability matrix that
predicts mobility of employees within organization.
Strategies for Managing Shortages
7/12
 Recruit new permanent employees
 Work current staff overtime
 Offer incentives to postpone
 Subcontract work out
retirement
 Rehire retirees part-time
 Attempt to reduce turnover
 Hire temporary employees
 Redesign job processes so fewer
employees are needed
Strategies for Managing Surpluses
8/12
 Hiring freezes
 Across-the-board pay cuts
 Do not replace those who leave
 Layoffs
 Offer early retirement incentives
 Reduce outsourced work
 Reduce work hours
 Employee training
 Voluntary severance leaves of
 Switch to variable pay plan
absence
 Expand operations
Succession Planning
9/12
• Involves identifying key management positions the organization cannot afford
to have vacant
• Purposes of succession planning
Facilitates transition when employee leaves
– Identifies development needs of high-potential employees and assists in career
planning
–
• Many organizations fail to implement succession planning effectively because–
Qualified successors may seek external career advancement opportunities if
succession is not forthcoming
Guidelines for Effective Succession Planning
10/12
 Tie into the organization’s strategy and modified accordingly.
 Monitor the progress and measure outcomes of succession planning initiatives.
 Ensure that all HR functions that impact the succession plan are integrated and
working in tandem.
 Ensure centralized coordination of succession planning.
 Engage and involve managers throughout the organization.
Pros & Cons of Disclosing Succession Planning
11/12
12/12
Thank You
for
the Session
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