THE ROLE OF HUMAN RESOURCE PLANNING Planning (HRP) Was Called . - IJCRT
www.ijcrt.org 2017 IJCRT INTERNATIONAL CONFERENCE PEOPLE CONNECT: NETWORKING FORSUSTAINABLE DEVELOPMENT NOV 2017 ISSN: 2320-2882 Hosted by St. Claret College, BENGALURU, & IJCRTTHE ROLE OF HUMAN RESOURCEPLANNINGIN THE HUMAN RESOURCE NETWORKVineeth George Vice Principal, St. Claret College,Bangalore and an M.Phil research scholar inManagement at Jain University, Bangalore.What is popularly known as Human ResourcePlanning (HRP) was called manpower planningprior to the late 1970s. HRP is the first step in theHRM process. It is the process of analyzing andidentifying the need for, and availability of humanresources so that the organization can meet itsABSTRACTobjectives. The focus of HRP is to ensure that theThe Human Resource Management (HRM) processorganization has got the right number of humancomprises the following steps: human resourceresources, with the right capabilities, at the rightplanning,times, and in the right places. In HRP, n must consider the availability andcompensation. The first step in the HRM process,allocation of people to jobs over long periods ofviz., Human Resource Planning (HRP) involvestime, not just the next month or even the next year.defining an organization’s HR goals, establishing aAdditionally, as part of the analyses, HR plans canstrategy for achieving those goals, and developing ainclude several approaches. Actions may includecomprehensive set of plans to integrate andshifting employees to other jobs in the organization,coordinate activities as part of the HR strategy. Thelaying off employees or otherwise cutting back thenecessity of this function follows from the nature ofnumber of employees, retraining present employeesorganizations as purposive (goal-seeking) entities.and/or increasing the number of employees inLarge organizations employ specialists and even setcertain areas. Factors to consider include the currentup departments that often use complex quantitativeemployees’ knowledge, skills and abilities and thetechniques and computer programs to developexpected vacancies resulting from retirements,suitable HR plans for the organization. In smallerpromotions, transfers and izations, the HR planning responsibility is thatDefinitions of HRPof the business manager. This paper examines thestrategic role that HRP plays in the complex HumanResource Management Network (HRMN).Key words: Human Resource Planning,“Human Resource Planning may be defined as astrategy for the acquisition (recruitment/ selection),utilization (deployment), improvement (training anddevelopment) and preservation (pay and rewards)of an organization’s human resources.”– John GennardHuman Resource Management Network1Meaning of HRPIJCRTICPN023Mathis, Robert L. and John H. Jackson (2010). HumanResource Management. Boston: South-Western CengageLearning. p.146.International Journal of Creative Research Thoughts (IJCRT) www.ijcrt.org1
www.ijcrt.org 2017 IJCRT INTERNATIONAL CONFERENCE PEOPLE CONNECT: NETWORKING FORSUSTAINABLE DEVELOPMENT NOV 2017 ISSN: 2320-2882 Hosted by St. Claret College, BENGALURU, & IJCRT“Human Resource Planning may be defined asimplementation of strategies, plans and programsrequired to attract, motivate, develop, reward andretain best people to meet organizational goal andobjective of enterprises.”-may rely on complex econometric models or casualconversation with human resource personnel in thefield. According to Cascio (1992), HRP itself canbe either strategic (long term and general) orMary L. Tankeoperational (short term and specific). HRP may be“Human Resource Planning is the process by whichany organization ensures that it has the rightnumber and right kind of people, at the right place,at the right time, capable of effectively andefficiently completing those tasks that will help theorganization achieve its overall objectives.”organization-wide, or it may be restricted to-Decenzo and Robbinsdivisions, departments, or any common employeegroup. It may be carried out on a recurring basis(e.g. annually) or only sporadically (e.g., whenlaunching a new product line or at the outset of acapital expansion project).3From an analytical study of the above definitions,Human Resource Planninwe may conclude that:1. HRP is concerned with having the rightpeople, with the right skills, in the rightplace and at the right time.Strategic Planning2. HRP is a strategy for acquiring, developing,(Long term and General)integrating, motivating, compensating andretaining talented human resources.Figure 1: Classification of HRP3. HRP is sharply linked to business strategy.2Sine Qua Non of HRP1. The precise and detailed knowledge of whatresources the organization actually has at itsClassification of HRPdisposal.Human Resource Planning can be complex orsimple, implicit or explicit, impersonal or personal.Forexample,ahumanresource2. The state of resources in terms of skill,managerknowledge, morale and motivation.forecasting demand for the firm’s human resources,2Deb, Tapomoy (2006). Strategic Approach to HumanResource Management: Concept, Tools and Application. NewDelhi: Atlantic Publishers and Distributors. p.76.IJCRTICPN0233Cascio, W. F. (1992). Managing human resources:Productivity, quality of work life, profits. New York: McGrawHill. p.352.International Journal of Creative Research Thoughts (IJCRT) www.ijcrt.org2
www.ijcrt.org 2017 IJCRT INTERNATIONAL CONFERENCE PEOPLE CONNECT: NETWORKING FORSUSTAINABLE DEVELOPMENT NOV 2017 ISSN: 2320-2882 Hosted by St. Claret College, BENGALURU, & IJCRT3. The efficiency with which, and conditionsplanners must look inside the enterprise to identifywithin which that resource is being utilized.4individuals who could be promoted or transferred tonew jobs or positions. They must also look outsideHRP Processthe firm, through the examination of demographicAfter the organization’s strategic plan has beendata and other factors, to forecast the number ofdeveloped – with the full participation of the HRqualified individuals who will be available to meetdepartment – the determination of specific futurethe future staffing needs. Personnel requirementspersonnel needs can begin. There are three basicare then matched with personnel availability.5phases involved in HRP :Although all steps in the HRP process are crucial,I Phase: The first phase is concerned withcomparing needs and availability is especiallyidentifying the number and the kinds of employeesimportant because it identifies the staffing situationthat the firm will need in the future. This is thethat will confront the organization in the future andrequirementssuggests actions that will have to be taken to equateforecasting stage.Thestrategicbusiness plan may necessitate the creation of newthe demand for and supply of human resources.jobs, the elimination of existing jobs, no changes inIII Phase: The final phase of HRP is thejobs, or increase or decrease in organizationaldevelopment of specific courses of action to assurepositions i.e., number of employees. Additionally,the institution that it will have the appropriatethe requirements forecast must consider the numbernumber and kind of people in the right places at theof employees who will be lost through normalright times to carry out the strategic business plan.attrition, such as terminations and retirements. Afterall of the factors that influence requirements havebeen considered and the human resource plannersStrategic Business Plannhave ascertained the personnel necessary to fulfillthe business plan, the anticipated organizationalHuman Resource Plannistructure of the future is created.II Phase: The second phase of HRP entails thedetermination of the availability of qualified peopleto staff the organization of the future. At this time,I PhaseCreation of new jobsRequirementsForecast4(2013). Human Resource Management: Concepts andPractices. New Delhi: Dorling Kindesley (India) Pvt Ltd. p. 9.5Caruth, Donald L., Gail D. Caruth, Stephanie S. Pane (2009).Staffing the Contemporary Organization. Connecticut:Praeger Publishers. Pp.118-119.IJCRTICPN023Elimination of existing jobsNo changes in jobsInternational Journal of Creative Research Thoughts (IJCRT) www.ijcrt.orgPro FormaOrganizationStructure3
www.ijcrt.org 2017 IJCRT INTERNATIONAL CONFERENCE PEOPLE CONNECT: NETWORKING FORSUSTAINABLE DEVELOPMENT NOV 2017 ISSN: 2320-2882 Hosted by St. Claret College, BENGALURU, & IJCRT4. HRP is a logical and efficient decisionmakingII Phaseactivityinvolvingsystematicanalysis of data gathered in a scientificmanner. Thus, it is neither a haphazard noran ad hoc activity.5. It emphasizes both the quantitative (numberof personnel) and the qualitative (nature ofpersonnel) dimensions of human resourcesat every stage.6III PhaseMerits of HRP1. Personnel requirements: HRP helps themanagementtoanticipatepersonnelshortages and surpluses and develop ways toFigure 2: Process of HRPavoid or correct HR problems before theybecome serious.Characteristics of HRP2. Recruitmentforecasting1. HRP aims at fulfilling corporate ntsand goals through effective utilization ofenables the organization to determine properhuman resources. As such, it is effectivelysources of recruitment. The organization canaligned with the business strategies of thealso adopt a proper selection procedureorganization.depending upon the needs of the jobs.2. HRP is not a solitary act. Rather, it is a3. Placement of personnel: HRP facilitatesprocess involving a series of relatedproper placement of the employees in theactivities carried out on a continuous basis.organization. Placement refers to fitting theright person at the right place of work.3. HRP not only meets the short-term HRProper placement brings job satisfaction torequirements of an organization, but alsothe employees and enhances employeedetermines its long-term strategies andefficiency.future directions from the HR perspective.6Durai, Pravin (2012). Human Resource Management. NewDelhi: Dorling Kindersley (India) Pvt Ltd. p. 64.IJCRTICPN023International Journal of Creative Research Thoughts (IJCRT) www.ijcrt.org4
www.ijcrt.org 2017 IJCRT INTERNATIONAL CONFERENCE PEOPLE CONNECT: NETWORKING FORSUSTAINABLE DEVELOPMENT NOV 2017 ISSN: 2320-2882 Hosted by St. Claret College, BENGALURU, & IJCRT4. Performance appraisal: HRP assists in theproductivity or efficiency. HRP avoidsperformance appraisal of the employees insurplus or shortage of personnel in thethe organization, ashelps in theorganization. The organization with the rightidentification of strengths and weaknessesnumber of qualified and able personnel canof the employees in relation to their job.easily avoid/ overcome the problems of lowitproductivity,5. Promotions: HRP ensures right promotionetc.identifying the employees who deservehigher position, power and pay.10. Motivation of personnel: HRP is concernednot only with the identification of the6. Training: HRP identifies the training needspersonnel in terms of quality and quantity,of the personnel. If the personnel tal conflicts, resistance to changeof the employees in the organization heimprovementandmotivation of the human resources bytheassigning to them the jobs that areorganization to provide appropriate training.commensurate with their qualifications andskill set.77. Transfer: HRP helps in solving the situationof surplus personnel in one department andshortage of personnel in the other byeffecting transfers at the right time.8. Career development: HRP is conducted,Demerits of HRPtaking into consideration, the long rangeHRP, while being of immense benefit, also has gotplans of the organization. The plans areits drawbacks, including the time required and themade known to the members of thedifficulty in achieving accuracy and the correctorganization, which in turn helps thefocus. Good planning warrants time, and the senioremployees to plan for their careers, oncemanagement time is quite precious. Plans maythey come to know the qualifications andultimately be subject to a large number ofqualities which the organization requires ofunpredictablethem to implement the long range plans.demographic aspects, skill variations, economic9. Organizational development: Organizationalfactors) demanding multiple contingency strategies.development takes place when there areDespite these disadvantages, human resource plansbetter results in the form of a, H.L. (2005). Human Resource Management. Delhi:Kalpaz Publications. Pp.25-27.International Journal of Creative Research Thoughts (IJCRT) www.ijcrt.org5
www.ijcrt.org 2017 IJCRT INTERNATIONAL CONFERENCE PEOPLE CONNECT: NETWORKING FORSUSTAINABLE DEVELOPMENT NOV 2017 ISSN: 2320-2882 Hosted by St. Claret College, BENGALURU, & IJCRTthat are clearly integrated with corporate plans aretraining and development programs, recruitment,increasingly becoming essential for modern humanreplacementresource practice.8organization as a whole. The specific plans mayandsuccessionplansforthedeal with a limited aspect or problem.Types of HRPShort-term or long-term:- The short-range planstake care of the immediate requirements and thesupply of people and executive developmentschemes. Such plans are more useful for specificprojects and programs. The long-range plans revealmanagement’s thinking for the next 3 – 5 years oreven more. It may be based on the expected changein the corporate structure, business environment,personnel policies and the demand and supply ofqualified people. The long-term plans aim atdeveloping controls for future change. It alsoSingle choice or multiple choice:- The single choiceplans permit little or no deviation from theprocedures laid down, while the multiple choiceplans provide for a series of decision points withalternatives. The multiple choice plans enablemanagers to decide about the strategy in accordancewith the circumstances as is common, for instance,in the game of chess.9Barriers to HRPPlanners face significant barriers while formulatingan HRP. The major ones are the following:prepares executives to adjust gradually and1. People question the importance of makingpainlessly with the changing environment in courseHR practices future oriented and the roleof time and thus avoids the resistance to change.assigned to HR practitioners in formulationFormal or informal:- A formal plan is which comesof organizational strategies. Their argumentinto effect in the form of a plan document,is simple - there are people when needed.management decision, statement, charts, graphs etc.Offer attractive package of benefits to themAn informal plan exists only in the minds of theto quit when you find them in surplus.managers. It may come out in the shape of ideasand suggestions and sometimes even in action2. HR practitioners are perceived as experts inwithout a formal declaration earlier. The successionhandling personnel matters, but are notplans for the top level personnel are usually notexperts in managing business. The personnelincluded in the formal plans.plan conceived and formulated by the HRComprehensive or specific:- A comprehensive planpractitionerswhenenmeshedwithdeals with all aspects of forecasting requirements,8Crompton, Robert., William Morrissey, Allan Nankervis(2010). Effective Recruitment and Selection Practices. Sydney:CCH Australia Limited. p.9.IJCRTICPN0239Prasad, Lallan and S S Gulshan (2011). ManagementPrinciples and Practices. New Delhi: Excel Books. Pp.265-266.International Journal of Creative Research Thoughts (IJCRT) www.ijcrt.org6
www.ijcrt.org 2017 IJCRT INTERNATIONAL CONFERENCE PEOPLE CONNECT: NETWORKING FORSUSTAINABLE DEVELOPMENT NOV 2017 ISSN: 2320-2882 Hosted by St. Claret College, BENGALURU, & IJCRTorganizational plan, might make the overallbetween the quantitative and qualitativestrategic plan itself defective.approaches.3. HR information often is incompatible with6. Non-involvement of operating managersthe information used in strategy formulation.renders HRP ineffective. HRP is not strictlyStrategic planning efforts have long beenan HR department function. Successfuloriented towards financial forecasting oftenplanning needs a co-ordinated effort on thetopart of Operational managers and the 4. Conflicts may exist between short-term andlong-term HR needs. For example, thereConclusionarises a conflict between the pressure to getOrganizations typically plan their future needs forwork done on time and long term needs,supplies,such as preparing people for assumingfinancing. Organizations must also plan to ensuregreater responsibilities. Many managers arethat their human resource needs are satisfied.of the belief that HR needs can be metHuman Resource Planning involves identifyingimmediately because skills are available instaffing needs, forecasting available personnel, andthe market as long as wages and salaries capacity,anddetermining what additions or replacements aretorequired to maintain a staff of the desired quantityrecognize that by resorting to hiring orand quality to achieve the organization’s goals. Thepromoting depending on short-term needsHuman Resource Planning function involves atalone, long-term issues are 5. There is conflict between quantitative andforecasting demand and supply, and legal restraints.qualitative approach to HRP. Some peopleHRP is an important function for the growth andview HRP as a number game designed tosuccess of any business. It is an integral part of thetrack the flow of people across thebusiness and is directly related to the formulationdepartments. These people adopt a strictlyand implementation of business strategy. HRP isquantitative approach to planning. Othersabout determining the future scope and nature of thetake a qualitative approach and focus onwork that needs to be done in the organization andindividual employee concerns such asputting plans in place to ensure that the organizationpromotabilty and career development. Bestmeets these staff requirements. It involves not onlyresults would accrue if there is a balancelooking inside in order to identify the jobs that needIJCRTICPN023International Journal of Creative Research Thoughts (IJCRT) www.ijcrt.org7
www.ijcrt.org 2017 IJCRT INTERNATIONAL CONFERENCE PEOPLE CONNECT: NETWORKING FORSUSTAINABLE DEVELOPMENT NOV 2017 ISSN: 2320-2882 Hosted by St. Claret College, BENGALURU, & IJCRTto be filled, the number of staff required, and tion to determine the availability of therequired staff in the labour market. Poor HRplanning or the absence of the same in anorganization hampers work in the short run, and hasan adverse effect on the organization in the longrun. The overall goal of HR planning is to have theoptimal amount of staff to make the most for thecompany. Because the goals and strategies of thecompany change over time, human resourceplanning is a regular occurrence. Thus, HRplanning should be an integral part of everyorganizational planning.IJCRTICPN023International Journal of Creative Research Thoughts (IJCRT) www.ijcrt.org8
Key words: Human Resource Planning, Human Resource Management Network Meaning of HRP What is popularly known as Human Resource Planning (HRP) was called manpower planning prior to the late 1970s. HRP is the first step in the HRM process. It is the process of analyzing and identifying the need for, and availability of human
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Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. Crawford M., Marsh D. The driving force : food in human evolution and the future.
Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. 3 Crawford M., Marsh D. The driving force : food in human evolution and the future.
