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HR Planning

Human Resource Planning (HRP) is the process of forecasting future human resource needs and optimizing the use of existing personnel. It involves analyzing current workforce levels, forecasting job requirements, and identifying gaps to ensure the right number of employees are in place. The document also outlines strategies for addressing labor shortages and surpluses, as well as the importance of succession planning for leadership roles.

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5 views13 pages

HR Planning

Human Resource Planning (HRP) is the process of forecasting future human resource needs and optimizing the use of existing personnel. It involves analyzing current workforce levels, forecasting job requirements, and identifying gaps to ensure the right number of employees are in place. The document also outlines strategies for addressing labor shortages and surpluses, as well as the importance of succession planning for leadership roles.

Uploaded by

std36530
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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HR Planning

OR
Matching Employees with Jobs
Human Resource Planning
(HR Planning)
Human Resource Planning
(HRP) is the process of
forecasting the future human
resource requirements of the
organization and determining
as to how the existing human
resource capacity of the
organization can be utilized
to fulfil these requirements
Definition of HR Planning

“The process by which an organization ensures


that it has the right number of people and the
right kind of people at the right place at the right
time, doing things for which they are economically
most useful”.

Thomas H. Patten
Objectives Of HR Plan

To ensure optimum use of available HR


HR Planning Process
HR Planning Process: Examples
First, you need to develop a clear understanding about the following
terms.

- Current workforce/supply: Employees who already employed at the


given/mentioned position or current staffing level.

- Availability: The total number of individuals within the organization


who have the abilities, qualifications, and potential to fill specific
tasks or positions, even if they are not currently occupying those
roles, is referred to as available employees.

- Requirements/Demand: Number of jobs forecast for one/two years.


Example for A1: Customer representative Job

Forecasted Job Requirements for One Year: 110 customer representatives


Available Employees: 71
Current Staffing Level: 100 customer representatives

Here's how you can approach the HR planning process for this scenario.

Step 1: Forecasted Job Requirements


The organization has forecast that it will need 110 customer representatives for the upcoming year. This
represents the anticipated demand for this role based on business projections and workload expectations.

Step 2: Analyze the current workforce.


Start by understanding your current staffing situation. In this case, you currently have 100 customer
representatives on staff.

Step 3: Determine the Gap:


Calculate the gap between the forecasted job requirements and your current staffing level:
Gap = Forecasted Requirements - Current Staffing Gap = 110 – 100, Gap = 10

In this case, you have a positive gap of 10 (shortage/understaffing), which means you need to hire or
otherwise acquire 10 more customer representatives to meet the anticipated demand.

Step 4: Evaluate Available Employees:


You have 71 employees available within the organization. This number represents individuals who could
potentially fill the customer representative role if needed.
Example for A2: Customer Services Manager Job

Forecasted Job Requirement for One Year: 15 customer representatives


Available Employees: 22
Current Staffing Level: 20 customer representatives

Here's how you can approach the HR planning process for this scenario:

Step 1: Forecasted Job Requirements:


The organization has forecasted that it will need 15 customer representatives for the upcoming year. This
represents the anticipated demand for this role based on business projections and workload expectations.

Step 2: Analyze the Current Situation:


Start by understanding your current staffing situation. In this case, you currently have 20 customer
representatives on staff.

Step 3: Determine the Gap:


Calculate the gap between the forecasted job requirements and your current staffing level:
Gap = Forecasted Requirements - Current Staffing Gap = 15 - 20 Gap = -5
In this case, you have a negative gap of -5 (surplus/overstaffing), which means you currently have 5 more
customer representatives than you anticipate needing for the year.

Step 4: Evaluate Available Employees:


Given the negative gap (-5) and the available employees (22), you have several options to consider to
overcome the surplus conditions.
Experiential Exercise (HR Planning)
Company based in Dubai.
Job Category Current Forecast for one year Reconciliation
and level workforce/Supply and Gaps

Requirements/ Availability/
Demand Assessed workforce

A1: Customer 100 110 71


Representative

A2: Customer 20 15 22
Services
Manager

B1: Sales service 200 250 140


representatives

B2: Sales 15 25 22
service
manager
Options for Avoiding an Expected Labour Shortage

1. Overtime
2. Temporary employees
3. Outsourcing
4. Retrained transfers
5. Turnover reductions
6. New external hires
7. Technological innovation
Options for Reducing an Expected Labour Surplus

1. Downsizing
2. Pay reduction
3. Demotions
4. Transfers
5. Hiring freeze
6. Natural attrition
7. Early retirement
Succession Planning
Succession planning refers to a business strategy companies
use to fill leadership roles with other employees of the
company.

Succession Planning ensures vacancies in critical roles can be


filled aptly and timely.

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