MAN POWER ( HR ) PLANNING

OUTLINE 1) Introduction.
2) Definitions of Human Resource Planning.
3) Objectives of Human Resource Planning.
1 4) Process of HRP
2 5) Levels of HRP.
3 6) Techniques of HRP.
4 7) Advantages of HRP.
5 8) Problems of HRP.
6 9) Importance of HRP
7 10) Conclusion.

1. INTRODUCTION:

The success of any organization depends on having the right people in the right job at theright time. -The
organization goal will have meaning only when people with the appropriate talent skill and desire are available to
execute the tasks needed to realize the goals.

2. DEFINITIONS OF HUMAN RESOURCE PLANNING:

1) "HR planning is defined as foreseeing the HR requirements of an organization and the future supply of
human resources and i ) making necessary adjustments between these two organizational plans; and ii)
foreseeing the possibility of developing the supply of human resources in order to make it with
requirements by introducing necessary changes in the functions of human resource management".
2
3 2) "HR planning is a process by which an organization should move from its current manpower position
to its desired manpower position. Through planning, management strives to have the right number and
right kind of people at the right places at the right time, doing things which result in both the organization
and the individual receiving maximum long-run benefit" - C.W. Vette.

3) "HR planning is an integrated approach to performing the planning aspects of the personnel functions
in order to have a sufficient supply of adequately developed and motivated people to perform the duties
and tasks required to meet organizational objectives and satisfy the individual needs and goals of
organizational members" - Leon C. Megginson.

3. OBJECTIVES OF HUMAN ERSOURCE PLANNING:

The important objectives of HR planning in an organization are:

a) To result and retain the human resource of required quantity and quality.
b) To foresee the employee turnover and make the arrangements for minimizing turnover and filling up of
consequent vacancies.
c) To meet the needs of the programmes of expansion, diversification, etc…
d) To foresee the impact of technology in work, existing employees and future human resources
requirements.
e) To improve the standards, skills, knowledge, ability, discipline etc…
f) To assess the surplus or shortage of human resources and take measures accordingly.
g) To maintain congenial relations by maintaining optimum level and structure of human resources.
h) To minimize the imbalances caused due to the non-availability of human resources of right kind, right
number in right time and right place.
i) To make the best use of its human resources.
j) To estimate the cost of human resources.

4. PROCESS OF HRP:

a) Analyzing the organizational plan.

b) Forecasting overall demand of HR requirements.
c) Forecasting overall supply of HR resources.
d) Estimating the net HR requirements.
e) Action plan for redeployment and retrenchment.
f) Forecasting future supply from all sources.
g) Action plan for recruitment, development, etc..
 h) Modifying the organizational plan; and
i) Retention plan.

5. LEVELS OF HR PLANNING:

1. National Level - Covers the entire nation and takes steps to adjust the
demand and supply.
2. Sectoral Level - Covers a particular sector, like agricultural, industrial
sector, etc….
3. Industrial Level - Covers a particular industry, like cement, textile,
chemical, etc…
4. Unit Level - Covers a particular corporate / business plan of an
organization.
5. Departmental Level - Covers a particular department in a company.
6. Job Level - Covers a particular job within department.

6. TECHNIQUES OF HRP:

The important demand forecasting methods are:

1) Management Judgment: Under this method, the managers or supervisors who are well acquainted
with the workload, efficiency and abilities of employees, think about their future workload, future
capabilities of employees and decide on the number and type of human resources to be required.
2) Statistical Techniques: Two type of statistical techniques are: a) ration-trend analysis ( by looking at
the post data), and b) econometric models (by analyzing the past statistical data..).
3) Work study technique: Under this method, total production and activities in terms of clear units are
estimated in a year.

7. ADVANTAGES OF HR PLANNING:

1) It checks the corporate plan of the organization: Its expansion, diversification, technological change,
is backed by the availability of Human Resources. HRP anticipates the availability of different
categories of manpower. Corporate plans can be modified when the required manpower is not available.
2) It affects uncertainty and change: All the managers will be in dilemma, if suitable personnel are not
supplied even though the organization has machines,, materials and money. Production will be affected.
Therefore HRP helps the organization to have right men at right time and in right place.
3) It provides scope for advancement and development of employees: through training, development,
etc…
4) It helps to satisfy the individual needs of the employees : for promotions, transfers, salary
enhancement, better benefits, etc….
5) It helps in anticipating the cost : of salary, benefits and all the cost of human resources facilitating
the formulation of budgets in an organization.
6) It helps to foresee the need for redundancy: and plans to check it or provide for alternative
employment in consultation with trade unions, other organizations and government through remodeling
organizational, industrial and economic plans.
7) It helps to foresee the changes in values, aptitude and attitude: of human resources and to change
the techniques of management, etc….
8) It helps in planning for physical facilities: working conditions, the volume of fringe benefits like
canteen, schools, hospitals, conveyances, child care centers, quarters, company stores, etc…
9) It gives an ideal of the types of tests: to be used and interview techniques in selection, based on the
level of skills, qualifications, intelligence, values, etc of future human resources.
10) It causes the development of various sources of human resources : to meet the organizational
needs.
11) It helps to take steps to improve human resource contributions: in the form of increased
productivity, sales, turnover, etc…
12) It facilitates the control: of all the functions, operations, contribution and cost of
human resources.

8. PROBLEMS OF HRP:

1) Analyzing the Organizational Plans : The process of HRP should start with analyzing the overall
organizational plan and the derivative plans like production plan, technological plan, plans for
expansion, diversification, etc.. marketing plan, sales plan, and financial plan.
2) Demand Forecasting: Forecasting the overall human resource requirements in accordance with the
organizational plans. One of the important aspects of demand forecasting is the forecasting of the quality
 of human resources, skills, knowledge, values, capabilities, etc.) in addition to quantity of human
resources.
3) Supply Forecasting : through existing inventory, potential losses, potential additions, analyzing sources
of supply.
4) Estimating the net HR Requirements : The difference between overall human requirements and future
supply of human resources is to be found out.
5) Action Plan for Redeployment, Redundancy, and Retrenchment : If future surplus is estimated in
some Jobs, departments. Employees can be redeployed in other jobs / departments with proper training
and orientation.
6) Forecasting Future Supply from all sources : like internal sources, comparable organizations,
educational and training institutes, employment exchanges, labour market, etc…
7) Action Plan for Recruitment, Development, etc.. : through internal sources and also external recruits.
8) Modify the Organizational Plan : If future supply of HR is estimated to be adequate or less than the
requirements, the manpower planner has to suggest the management to alter or modify the
organizational plan.
9) Retention Plan : The organization must plan for retention of the existing employees by giving equal
salaries, providing training for career developments, etc…

9. IMPORTANCE OF HRP

1) Helps to integrate strategic demands with appropriate staffing levels.

2) Helps to improve the utilization of human resources.
3) Helps to match HR activities and future organizational objectives efficiently.
4) Helps to achieve economies in hiring new workers.
5) Helps to expand the HR information base to assist other HR activities and other organizational units.
6) Helps to make major demands on local labour markets successfully.
7) Helps to coordinate different HR programmes such as affirmative action plans and hiring needs.

10.CONCLUSION:

Therefore, the success of any organization depends on the persons with proper talent, skills
and desires, so that it becomes easier to execute the tasks needed to realize the goals.
 PERFORMANCE APPRAISAL

OUTLINE: 1) Introduction.
2) Meaning and Definition.
3) Need for performance appraisal.
4) Purpose
5) Content of performance appraisal.
6) Techniques of performance appraisal.
7) Conclusion.

1) INTRODUCTION: Appraising the performance of individuals, group and organizations is a common

practice of all societies. The performance appraisal may be structured and formally sanctioned, in others, they
may be informal and integral part of daily activities.

2) MEANING AND DEFINITION:

Meaning: Performance Appraisal is a method of evaluating the behaviour of employees in the work spot,
normally including both the quantitative and qualitative aspects of job performance.
Definition: 1) "I t is the systematic evaluation of the individual with respect to his job or her performance
on the job and his or her potential for development."

2) "Performance Appraisal is a formal, structured system of measuring and evaluating an

4 employees' job related behaviour and outcomes to discover how and why the employee is
5 presently performing on the job and how the employee can perform more effectively in the
6 future so that the employee, organization, and society all benefit."

TRAINING AND DEVELOPMENT

OUTLINE 1) Introduction
2) Definition of Training
7 3) Training Inputs
8 4) Objectives of Training
9 5) Factors that promote Training
6) Methods of Training
10 7) Importance of Training.
11 8) Meaning of Development.
12 9) Objectives of Development.
13 10) The Process.
14 11) Methods
15 12) Conclusion.

1) INTROUDCTION :
 Training is a learning process. The personnel manager has to spell out the objectives of training. Whatever
may be the method of training, trainee should understand the principles of learning so that he can easily
internalize of what is taught.

2)_ DEFINITION OF TRAINING:

Training is an act of increasing the knowledge and skills of an employee for

doing a particular job, by which a trainee learns new habits, refined skills and useful knowledge during the
training that helps him to improve performance.

3) TRAINING INPUTS:

1) SKILLS: from simple mechanical skills to complex administrative ones.

2) ATTITUDES : It is a set of feelings either favourable or unfavourable. The favourable attitudes are
developed .
3) KNOWLEDGE: to understand the peculiar problems in modern industry - It has three aspects: a)
knowledge in general about factory and work environment or job content. b) Specific knowledge related
to job content. c) knowledge related to quality and standards of product or quality of work.

4) OBJECTIVES OF TRAINING

1) to help the newly recruited employees to handle jobs competently, without any wastage.
2) to prepare existing employees for higher level jobs ( promotions)
3) to give refresher training to the existing employees.
4) to help a person when shifted from one job to another ( transfer)
5) to make employees mobile and versatile.
6) to bridge the gap between what the employee has and what the job demands.

5) FACTORS THAT PROMOTE TRAINING

1) Change in Technology: Mechanization and Automation are constantly introduced.

2) Organizational Complexity: Expansion is an appetite of any organization.
3) Human Relations: to face alienation, inter personal and inter group problems.

6) METHODS OF TRAINING

A- ON THE JOB TRAINING METHODS

1) Job Rotation: Moving from one job to another.

2) Apprenticeship and Coaching: from a more experienced employee.
3) Job Instruction : received directly on the job.
16 4) Committee Assignments Solving an actual organizational problem.

B- OFF THE JOB TRAINING METHODS

1) Versatile Training : actual work conditions are stimulated in a class room.

2) Role Playing: enacting roles on the basis of a written script or an oral description of a particular situation.
3) Lecture & Video Presentation: Lectures, use of T.V., films are popular.
4) Caste Study : Actual situation written for discussion purpose.
5) Simulation : simulation exercises involve a mechanical simulator that replicates the major features of the
work.
6) Management Games: These games, played in several rounds, are built around the model of s business
situation and trainees are divided into teams.
 7) In-basket Exercise: A simulation training technique designed around the "incoming mail" of a manager.
8) Self-Study: By carefully planned instructional materials.
9) Laboratory Training: Group training primarily to enhance inter personnel skills.

7) IMPORTANCE OF TRAINING

A - TO THE ORGANIZATION

1) The efficiency of the employees will increase.

2) Wastage reduced.
3) Knowledge improved.
4) Better performance.
5) Greater loyalty to the organization.

B- TO THE EMPLOYEES

1) Become more useful.

2) More efficient and effective.
3) Secure promotions easily.
4) Helps to market himself.
5) Helps to avoid mistakes.

7) MEANING OF DEVELOPMENT: The development in an organization are the activities attempted to instill
sound reasoning processes to enhance one's ability to understand and interpret knowledge, rather than
imparting a body of facts, a teaching a specific set of motor skills.

8) NEED OF DEVELOPMENT:

1) The skills of executives become obsolete.

2) Change in the business environment and the various compulsions.
3) The trend forward conglomeration and integration in the present day.
4) To develop the "executive talent"
5) To learn the technique of dealing with people.

9) OBJECTIVES OF DEVELOPMENT:

1) To overhaul the management machinery.

2) To improve the performance of the managers.
3) To give the specialists an overall view of the functions of an ogranization and equip them to co-ordinate
each other's efforts effectively.
4) To increase the morale of the members of the management.
5) To increase the versatility of the management group.
6) To keep the executives abreast of the changes which can take over in case of contingencies.
7) To create the management succession which can take over in case of contingencies.
8) To improve the thought processes and analytical ability.
9) To broaden the outlook of the executive regarding the role positions and responsibilities.
10) To understand economic, social, technical and the conceptual issues.

10) THE PROCESS:

 1) Analysis of development needs.
2) Appraisal of present managerial talent.
3) Inventory of management manpower.
4) Planning of individual development programme.
5) Establishment of development programme.
6) Evaluation of the Programme.

11) METHODS OF DEVELOPING MANAGERS:

SKILLS AND KNOWLEDGE METHODS

1) Decision making skills - In basket, Business Game, Case study.

2) Inter-personal skills - Role play, Sensitivity training.
3) Job knowledge. - On-the job experience, Coaching, Understudy.
4) Organizational knowledge. - Job rotation, Multiple management.
5) General knowledge. - Special courses, special meetings, specific
readings.
6) Specific Individual Needs. - Special Projects, Committee assignments.

11) CONLUSION:

The training programmes are very essential for both individual and the organization.
Management development programmes also equally important. They are education programme rather than a
training processes.