Professional Documents
Culture Documents
planning
The head of a business must assure himself that his managers ,
clerks & foremen are the right men for their work & are doing well
Views of Economist Alfred Marshall in 1890
Human resources planning
It is the process-including forecasting,
developing, and controlling by which a firm
ensures that it has the right number of
people and the right kind of people at the
right places at the right time doing work for
which they are economically most useful.
In Indian power sector, state level plants are manned by simplest manpower planning
models, where as in organization like NTPC and others in the central sector, manpower
planning integrates with business plan and strategic considerations to ensure that optimum
man power is provided for achieving competitiveness nationally and internationally.
HRP comprises of :
A. Forecasting future demand for HR
Employment-Unemployment Situation
Technological Change
Organizational Change
Demographic Change
Skill Shortage
Governmental Influences
Legislative Control
Impact of the Pressure Group
Systems Approach
Lead Time
Importance to manpower planning
To link manpower planning with the organizational planning
To determine recruitment levels.
To anticipate redundancies.
To determine optimum training levels.
To provide a basis for management development programs.
To cost the manpower.
To assist productivity bargaining.
To assess future accommodation requirement.
To study the cost of overheads and value of service functions.
To decide whether certain activity needs to be subcontracted, etc.
HR Plan
Both a process and a set of plans
Operations Planning
outcomes.
Factors - HRP/Manpower Planning
External environment (Agencies)
After crossing school leaning age people attach positive values & future
benefits of education.
It is based on the belief that a definite link exists between education & economic
growth.
Evolving norms for engaging manpower in each individual sector in the economy.
Translating the physical targets for the development into manpower requirements
using specific manpower norms.
Population Policy
Population structure
Migration
Labor force participation
Quality of HR
Education & training
Health & Nutrition
Equality of opportunity
5 years
calculating HR demand by multiplying the
4.10
5-9
Forecasting techniques
Forecasting techniques
Succession planning
Markov Analysis
2. stability index
3. Cohort Analysis
Details of the techniques
Markov Analysis
Also known as A transition matrix, can be used to model
K e y w o rd s W o rk e x p e rie n c e
W o rd D e s c r ip tio n A c t iv ity F ro m To
A c c o u n t in g Ta x S u p e r v is io n 1 9 9 8 2 0 00 Ta x c le r k A B C C om p an y
a nd a n a ly s is
B o o k K e e p in g L e d g e r S u p e r v is io n 2 0 0 0 2 0 0 2 A c c o u n ta n t X Y Z C o .
A u d itin g C o m p u te r A n a ly s is 2 0 0 2 2 0 0 3 C h ie f A c c o u n ts T T B an k
re c o rd s O ffic e r
E d u c a t io n S p e c ia l Q u a li f ic a t i o n s M e m b e r s h ip s
D e g re e M a jo r Ye a r C o u rs e D a te 1 . A IM A
M B A F in a n c e 1 9 98 D B F 1 99 6 2 . IS T D
B .C o m A c c o u n ts 1 9 9 5 R is k M a n a g e m e n t 1 9 99 3 . IC A
C o m p u te r L a n g u a g e s P o s it io n L o c a tio n H o b b ie s
L ite r a c y p re fe re n c e c h o ic e
Ta ll y F re n c h A c c o u n tin g K o lk a t a C h ess
B a n k in g A u d it in g D e lh i F o o t b a ll
S o ftw a re B a n g a lo r e B o a t in g
E m p lo y e e s S ig n a tu re _ _ _ _ _ _ _ _ _ _ H R D e p a rtm e n t_ _ _ _ _ _ _ _
D a te _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ D a te _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
5-18
Replacement chart
G e n e ra l M a n a g e r K ey
V. K . G a rg N a m e s g i v e n a r e r e p la c e m e n t
A /2 c a n d id a te s
P A to A . P r o m o t a b le n o w
G e n e ra l M a n a g e r B . N e e d in g d e v e lo p m e n t
L . M a th e w s C . N o t s u it a b le t o p o s it io n
B /1 1 . S u p e rio r p e rfo rm a n c e
2 . A b o v e A v e ra g e p e r fo rm a n c e
A s s is t a n t G e n e r a l M a n a g e r 3 . A c c e p ta b le p e rfo r m a n c e
R .K . A ro ra A /2 4 . P o o r p e rfo r m a n c e
B .K . N e h ru B /3
D iv i s i o n : D iv is io n : D iv is io n :
A c c o u n t in g & P la n n i n g M a n a g e r Te c h n ic a l A d v is o r
H R M anager
Ta x a t io n M a n a g e r A .N . G u p ta A /1 N .R . M u rth y B /3
C . P. T h a k u r A /1
A .T. R o y C /2 K . P. R a o B /1
N o r t h e r n R e g io n C e n t r a l R e g io n S o u t h e r n R e g io n M a n a g e r E a s te r n R e g io n
M anager M anager A . S u b ra m a n y a m B /2 M anager
L . C . S r iv a t s a v A / 2 S .P. K u m a r A /1 B .K . M e n o n B /1 R . K r is h n a B /3
A. Thapar C /4 R . P andey B /3
5-20
Recent trends
Outsourcing