Author: indiafreenotes

University of Mumbai BMS Notes

Return of investment in HRP Meaning and importance

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According to Sikula “the ultimate purpose/objective of human resource planning is to relate future human resources to future enterprise need so as to maximise the future return on investment in human resources”.

Human resources are sometimes considered a “soft” industry, because it can’t always provide quantifiable financial data about its workload and doesn’t typically create revenue either. Investment in HR can make executives nervous, because projects and programs often provide no tangible results although the idea of “improved morale” or “greater employee satisfaction” seems like a good thing, whether that translates to a significant increase in revenue or improved productivity remains questionable. Calculating the return on investment provides a way for HR professionals to demonstrate the worth of the profession.

“Return on Investment,” or ROI, is the term given to a mathematical calculation used in the finance industry and business in general. The ROI measures the financial return on an investment made, or it can be applied to a business measuring the performance of the firm by assessing the net profit compared with the overall net worth of the company. In more recent years, the ROI concept has been adopted by other industries to evaluate projects and programs on a smaller scale.

Importance of ROI to HR

Using quantifiable metrics improves the credibility of HR as a profession, and allows upper management to identify specific, measurable ways that HR services benefit the organization. It’s no longer enough to state that a certain program is believed to be beneficial you need to be able to prove the worth of your actions. In difficult economic times, the value of support services often seen as tangential to the organization’s core mission or product comes under increasing scrutiny. Consequently, it becomes even more important for HR professionals to show how HR services directly impact the bottom line, while identifying and eliminating programs that are not financially efficient.

Examples of ROI in HR

HR can use ROI metrics to analyze the value of almost any of its services, as long as a dollar cost can be determined. For example, if HR introduces a new health and safety program, its effectiveness can be measured by the associated reduction in costs of work-related injuries. The value of a new employee orientation program can be measured in terms of an ROI by assessing the costs saved by correlated reductions in turnover. Diversity programs, HR information systems, training, development and mentoring initiatives are additional examples of HR programs that can be measured by the ROI calculation.

Calculating ROI in HR

To calculate the ROI of human capital, divide the organization’s net revenue gross revenue after deducting operating expenses, salaries and benefits by the cost of salaries and benefits. To calculate the ROI of a particular program, you must first calculate the value of the specific program itself, then divide it by the costs of implementing the program. For example, if a training program to speed production of a factory line results in an increased amount of product, calculate the value of the additional product and divide that by the costs of providing the training and materials. In some cases, a general increase in productivity, for example you will need to isolate the portion of the increase that was because of an HR measure before calculating ROI. Conduct an analysis of groups that underwent a training class, versus groups that did not, to estimate the effect. Alternatively, use an expert to estimate the percentage increase that was because of the training.

Formula to Calculate Human Capital ROI

The formula to calculate the Human Capital ROI is very simple. Human Capital RIO is the Revenue minus non-human capital expenses divided by Human Capital Expenses.

Non-Human Capital Expenses = Operating Expenses – Human Capital Expenses

Human Capital Expenses = Fixed compensation(salaries) + Variable compensation + Benefits + Indirect cost

Revenue = The adjusted revenue after deducting the cost of capital, depreciation, etc

Importance of Calculating Human Capital ROI

Human Capital ROI helps to analyze which factors help or hinder the profitability and productivity of the organization. It can be either organizational and personal factors.

Furthermore, It also enables the organization to create or provide the right atmosphere to its employees. This will eventually result in relatively fast and more productivity.

MNCs measures HCROI on a short-term and long-term basis. This helps them to find which external or internal factors influence the productivity of their workforce.

It helps to know whether the right candidates have been hired or retained. It further helps to know whether or not the proper level of training and skills are developed in employees.

In addition to the above, it enables the organization to know that the environment provided for employees to flourish is right or not.

It will identify whether right leadership and managerial support are available to the employees. This enables them to accomplish and align with the company’s business objectives.

Knowledge of all the above things helps us implement proper initiatives that help us to improve the ROI.

University of Mumbai BMS Notes

Selected strategic Options and HRP implications

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Human resource planning is a process that identifies current and future human resources needs for an organization to achieve its goals. Human resource planning should serve as a link between human resource management and the overall strategic plan of an organization. Ageing workers population in most western countries and growing demands for qualified workers in developing economies have underscored the importance of effective human resource planning.

As defined by Bulla and Scott, human resource planning is ‘the process for ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements’. Reilly defined (workforce planning) as: ‘A process in which an organization attempts to estimate the demand for labour and evaluate the size, nature and sources of supply which will be required to meet the demand. ‘ Human resource planning includes creating an employer brand, retention strategy, absence management strategy, flexibility strategy, (talent management) strategy, (recruitment) and selection strategy.

Businesses typically look three to five years ahead when formulating a strategic plan, and the process results in a document that articulates the company’s vision, mission, big-picture goals and the broad strategies it will use to reach those goals. This planning document is intended to guide leadership in its decision-making.

A key part of strategic planning is assessing the company’s resources. It’s easy for any company to dream big and have stratospheric ambitions, but what the company can realistically achieve is limited by the number and type of resources it has at its disposal. For most businesses, those resources fall into three main categories:

Technology resources: This includes all the equipment, processes and infrastructure the business uses to create the products and services that it brings to market.

Financial resources: Finance comprises all the liquid resources the company can use to carry out its business operations namely cash in hand, short-term and long-term bank deposits, liquid financial investments like stocks and bonds, and approved bank loans.

Human resources: This resource comprises the people whose talents, skills and personal characteristics the business can use to accomplish its strategic goals. While technology and money are important assets, human resources are the most important, because technology and money need people to manage them.

Implementation Stages

  1. Assessing the current HR capacity

Develop a skills catalog for your employees so that you have a clear understanding of what your staff currently holds. This employee catalog should include everything from volunteer activities to certifications, of all degrees not just topics pertaining to their particular position. These catalogs can be assessed to deem whether or not an employee is ready to add more responsibility, or to forecast the employee’s future development plans.

  1. Forecasting HR requirements

This step includes projecting what the HR needs for the future will be based on the strategic goals of the organization. Keep in mind you will need to also accommodate for external challenges that can affect your organization.

  1. Gap Analysis

During this step you will observe where your organization is currently, and where you want to be in the future. You will identify things such as, the employee count, and the skills evaluation and compare it to what will be needed to achieve your future goal. During this phase you should also review your current HR practices and identify what you are doing that is useful and what you can add, that will help you achieve your goal.

  1. Developing HR strategies to support the strategies of the organization.

There are 5 HR strategies that you can follow to meet your organizational goals.

  • Restructuring strategies: This includes reducing staff, regrouping tasks to create well-designed jobs, and reorganizing work groups to perform more efficiently.
  • Training and development strategies: This includes providing the current staff with training and development opportunities to encompass new roles in the organization
  • Recruitment strategies: This includes recruiting new hires that already have the skills the organization will need in the future.
  • Outsourcing strategies: This includes outreaching to external individuals or organizations to complete certain tasks.
  • Collaboration strategies: This includes collaborating with other organizations to learn from how others do things, allow employees to gain skills and knowledge not previously available in their own organization.

Theories

Strategic human resource management

Strategic human resource management is “critical importance of human resources to strategy, organizational capability to adapt to change and the goals of the organization”. In other words, this is a strategy that intends to adapt the goals of an organization and is built off of other theories such as the contingency theory as well as institutional theory which fit under the umbrella of organizational theory. These theories look at the universalize, contingency and configuration perspectives to see the effect of human resource practices in organizations.

The universalize perspective says that there are better human resource practices than others and those should be adopted within organization while contingency says that human resource practices need to align with other organization practices or the organizations mission, and configuration perspective is based on how to combine multiple aspects of human resource practices with effectiveness or performance. This can also be viewed as how human resource practices fit vertically or horizontally in an organization. This theory also involves looking at the value of human capital as well as social capital both in and outside of organizations and how this affects human resource practices. Human capital being knowledge and skills of individuals working for the organization and social capital is based on the character and value of relationships in and out of the organization. “Colbert suggests that SHRM should focus on the interactions and processes of the organization’s social system the intentions, choices and actions of people in the system and on HR systems as a coherent whole.”

Resource dependency theory

Resource dependence theory which is the theory that organizations are not self-sustaining there they must depend on outside resources to stay functioning. “Resources and dependence could help to explain how HR practices evolve from the interaction between nonprofits and their environment, how they deploy employee skills, behaviors and how HR systems are managed.”

Management Notes

Staffing in HRP Department, issuing orders, resolving conflicts, Communicating

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Staffing is the process of hiring eligible candidates in the organization or company for specific positions. In management, the meaning of staffing is an operation of recruiting the employees by evaluating their skills, knowledge and then offering them specific job roles accordingly.

Assess current HR capacity

The first step in the human resource planning process is to assess your current staff. Before making any moves to hire new employees for your organization, it’s important to understand the talent you already have at your disposal. Develop a skills inventory for each of your current employees.

Forecast HR requirements

Once you have a full inventory of the resources you already have at your disposal, it’s time to begin forecasting future needs.

Demand forecasting

Demand forecasting is the detailed process of determining future human resources needs in terms of quantity the number of employees needed and quality the caliber of talent required to meet the company’s current and future needs.

Supply forecasting

Supply forecasting determines the current resources available to meet the demands. With your previous skills inventory, you’ll know which employees in your organization are available to meet your current demand. You’ll also want to look outside of the organization for potential hires that can meet the needs not fulfilled by employees already present in the organization.

Issuing orders

Following points should be observed while issuing orders to the subordinates:

  • Few orders: Issue as few orders as possible. More orders than those that are absolutely necessary, if issued, will result in loss of independence and thus initiatives of subordinates will be suppressed.
  • Clear orders: The orders should be absolutely clear. They create confidence in the mind of the subordinates about the clear understanding by the order given.
  • Brief but complete orders: The orders should be as brief as possible but complete orders to convey fully what is intended to be done.
  • Promptness: Professional form and proper tone in orders. Prompt issuing of order and proper use of technical words and phrases is essential for effective directing. Proper tone in issuing the orders should be observed.
  • Legitimate scope of orders: The manager issuing the order should keep within his own domain. He must not encroach up on the sphere of the receiving executive.
  • Follow up orders: Another important principle of direction is that once orders or instructions are issued, they should be followed up to see that they are executed, orthe instructions should be countermanded or withdrawn.

Resolving conflicts

Workplace conflict is inevitable when employees of various backgrounds and different work styles are brought together for a shared business purpose. Conflict can and should be managed and resolved. With tensions and anxieties at an all-time high due to the current political divide and racial inequity discussions at work, the chances for workplace conflict have increased. This toolkit examines the causes and effects of workplace conflict and the reasons why employers should act to address conflict.

The first steps in handling workplace conflict belong, in most cases, to the employees who are at odds with one another. The employer’s role exercised by managers and HR professionals is significant, however, and is grounded in the development of a workplace culture designed to prevent conflict among employees to the extent possible. The basis for such a culture is strong employee relations, namely, fairness, trust and mutual respect at all levels. This toolkit offers suggestions to create such an organizational climate and includes methods to deal with employee grievances and conflicts.

Experts offer several causes of workplace conflict, including:

  • Personality differences.
  • Workplace behaviors regarded by some co-workers as irritating.
  • Unmet needs in the workplace.
  • Perceived inequities of resources.
  • Unclarified roles in the workplace.
  • Competing job duties or poor implementation of a job description—for example, placing a nonsupervisory employee in an unofficial position of “supervising” another employee.
  • A systemic circumstance such as a workforce slowdown, a merger or acquisition, or a reduction in force.
  • Mismanagement of organizational change and transition.
  • Poor communication, including misunderstood remarks and comments taken out of context.
  • Differences over work methods or goals or differences in perspectives attributable to age, sex or upbringing.

To manage conflict, employers should consider the following:

  • Make certain that policies and communication are clear and consistent, and make the rationale for decisions transparent.
  • Ensure that all employees not just managers are accountable for resolving conflict.
  • Do not ignore conflict, and do not avoid taking steps to prevent it.
  • Seek to understand the underlying emotions of the employees in conflict.
  • Keep in mind that approaches to resolving conflict may depend on the circumstances of the conflict.

Communicating

Communication is a vital management component to any organization. Whether the purpose is to update employees on new policies, to prepare for a weather disaster, to ensure safety throughout the organization or to listen to the attitudes of employees, effective communication is an integral issue in effective management.

The impact of effective communication

Effective communication may contribute to organizational success in many ways. It:

  • Builds employee morale, satisfaction and engagement.
  • Helps employees understand terms and conditions of their employment and drives their commitment and loyalty.
  • Educates employees on the merits of remaining union-free (if that is the organization’s goal).
  • Gives employees a voice an increasingly meaningful component of improving employees’ satisfaction with their employer.
  • Helps to lessen the chances for misunderstandings and potentially reduces grievances and lawsuits.
  • Improves processes and procedures and ultimately creates greater efficiencies and reduces costs.

Effective communication strategies:

  • Safeguard credibility to establish loyalty and build trust.
  • Maintain consistency to establish a strong employment brand.
  • Listen to employees and to members of the leadership team.
  • Seek input from all constituencies.
  • Provide feedback.
  • Prepare managers in their roles as organizational leaders.
University of Mumbai BMS Notes

HR Demand forecasting Techniques: Managerial Judgement, Ratio Trend Analysis, Regression Analysis, Work Study Techniques, Delphi Technique

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Managerial Judgement:

Managerial judgement technique is very common technique of demand forecasting. This approach is applied by small as well as large scale organisations. This technique involves two types of approaches i.e. ‘bottom-up approach’ and ‘top-down approach’. Under the ‘bottom-up approach’, line mangers send their departmental requirement of human resources to top management.

Executive or Managerial Judgment method is the most suitable for smaller enterprises because they do not afford to have work study technique. Under this method the executives sit together and determine the future manpower requirements of the enterprise and submit the proposal to the top management for approval. This approach is known as ‘bottom up’ approach.

Sometimes the members of top management sit together and determine the needs on the advice of personnel department. The forecasts so prepared sent for review to the departmental heads and after their consent approved the need. This is known as ‘top down’ approach. The best way is the combination of the two approaches. Executives at both levels equipped with guidelines sit together and determine the human resources need of the organization.

Top management ultimately forecasts the human resource requirement for the overall organisation on the basis of proposals of departmental heads. Under the Top-down approach’, top management forecasts the human resource requirement for the entire organisation and various departments. This information is supplied to various departmental heads for their review and approval. However, a combination of both the approaches i.e. ‘Participative Approach’ should be applied for demand forecasting. Under this approach, top management and departmental heads meet and decide about the future human resource requirement. So, demand of human resources can be forecasted with unanimity under this approach.

Ratio Trends Analysis:

Under this method the ratios are calculated for the past data related to number of employees of each category i.e. production, sales and marketing levels, work load levels. Future production and sales levels, work load, activity levels are estimated with an allowance of changes in organization, methods and jobs. The future ratios are estimated. Then future human resources requirement is calculated on the basis of established ratios. This method is easy to understand. Value depends upon accuracy of data.

Estimated production for next year = 1,40,000 units

Estimated no. of workers needed

(on the basis of ratio-trend of 1: 200) will be = 700

Regression Analysis:

This is similar to ratio-trend analysis in that forecast is based on the relationship between sales volume and employee size. However, regression analysis is more statistically sophisticated. A firm first draws a diagram depicting the relationship between sales and workforce size. It then calculates regression line – a line that cuts right through the center of the points on the diagram. By observing the regression line, one can find out number of employees required at each volume of sales.

Regression analysis is used to forecast demand for human resources at some point of time in future by using factors such as sales, production services provided etc. This method is used when independent and dependent variables are functionally related to each other. Nowadays computers are used to solve regression equations for demand forecasting.

Work Study Techniques

It is also known as work load analysis. Under this method the stock of workload and the continuity of operations are determined. Accordingly the labour requirement is determined. The workload becomes the base for workforce analysis for the forthcoming years. Here due consideration is given to absenteeism and labour turnover. This method is also known as work study technique. Here working capacity of each employee is calculated in terms of man-hours. Man-hours required for each unit is calculated and then number of required employees is calculated.

Work-study techniques can be used when it is possible to apply work measurement to calculate length of operations and the amount of labor required. The starting point in a manufacturing company is the production budget, prepared in terms of volumes of saleable products for the company as a whole, or volumes of output for individual departments.

The budgets of productive hours are then compiled using standard hours for direct labor. The standard hours per unit of output are then multiplied by the planned volume of units to be produced to give the total number of planned hours for the period. This is then divided by the number of actual working hours for an individual operator to show the number of operators required.

The example is given below:

(a) Planned annual production = 2, 00,000 units

(b) Standard man-hours required for each unit = 2 Hours

(c) Planned man-hour needed for the year (a x b) = 4, 00,000 hrs.

(d) Planned annual contribution of an employee = 2000 hrs.

(e) No. of employees required ————- (c/d) = 4, 00,000/2000 = 200

This method is useful for long term forecasting.

Delphi Technique

Delphi technique is also very important technique used for estimating demand of human resources. This technique takes into consideration human resources requirements given by a group of experts i.e. mangers. The human resource experts collect the manpower needs, summarises the various responses and prepare a report. This process is continued until all experts agree on estimated human resources requirement.

Delphi Technique Named after the ancient Greek Oracle at the city of Delphi, the Delphi technique is a method of forecasting personnel needs. It solicits estimates of personnel needs from a group of experts, usually managers. The human resource planning (HRP) experts act as intermediaries, summarize the various responses and report the findings back to the experts.

The experts are surveyed again after they receive this feedback. Summaries and surveys are repeated until the experts’ opinions begin to agree. The agreement reached is the forecast of the personnel needs. The distinguishing feature of the Delphi technique is the absence of interaction among experts.

University of Mumbai BMS Notes

HR Demand forecasting, Factors

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Demand forecasting is a quantitative aspect of human resource planning. It is the process of estimating the future requirement of human resources of all kinds and types of the organisation.

Human resource (HR) demand forecasting is the process of estimating the future quantity and quality of people required. The basis of the forecast must be the annual budget and long-term corporate plan, translated into activity levels for each function and department. In a manufacturing company, the sales budget would be translated into a production plan giving the number and type of products to be produced in each period. From this information, the number of hours to be worked by each skilled category to make the quota for each period, would be computed. Once the hours are available, determining the quality and quantity of personnel will be the logical step.

HR Demand forecasting must consider several factors-both external as well as internal. Among the external factors are competition (foreign and domestic), economic climate, laws and regulatory bodies, changes in technology, and social factors. Internal factors include budget constraints, production levels, new products and services, organisational structure, and employee separations. Demand forecasting is common among organisations, though they may not do personnel-supply forecasting.

Factors:

(1) Employment trend in the organisation for at least last five years to be traced

to determine the future needs.

(2) Organisation has to find out the replacement needs due to retirement, death, resignation, termination etc.

(3) Improvement in productivity is yet another factor. To improve productivity organisation needs better employees with skills and potential. Productivity leads to growth but depends on the demands for the product of the enterprise in the market. Higher demand may lead to more employment of skilled personnel’s.

(4) Expansion of the organisation leads to hiring of more skilled persons. The base of human resource forecast is the annual budget. Manufacturing plan depends upon the budget. Expansion in production leads to more hiring of skills and technology.

Management Notes

HR Supply Forecasting factors, Techniques: Skills Inventories, Succession Plans, Replacement charts, Staffing Tables

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Supply forecasting means to make an estimation of supply of human resources taking into consideration the analysis of current human resources inventory and future availability.

Existing Inventory:

(a) Head Count:

Count of the total number of people available department-wise, sex- wise, designation-wise, skill-wise, pay roll-wise etc.

(b) Job Family Inventory:

It consists to number and category of employees of each job family i.e. the jobs related to same category like office staff, sales and marketing staff, production staff, maintenance and industrial engineers, quality control engineers etc.

(c) Age Inventory:

It consists of age-wise number and category of employees. This gives us age composition of human resources. Dynamism, creative abilities innovativeness is present in young employees while making of proper judgment and display of maturity is shown by elderly employees.

Organisations prefer both young and old employees. Human resource planning should give due consideration to age-wise human resource mixing young and old employees in due proportions.

(d) Inventory of skill, experience, values and capabilities:

Organisation should take a stock of present inventory of skill, employees with number of years of experiences (10 yrs, 15-yrs, 20 yrs and more etc.), values and capabilities.

(e) Inventory of Qualifications and Training:

This consists of educational qualifications of the employees academic and technical and special qualifications if any and the training received by the employees.

(f) Inventory of Salary grades:

This includes pay and allowance-wise and total emoluments-wise stock taking.

(g) Sex wise Inventory:

Inventory of male and female employees of the organisation.

(h) Local and Non-Local-wise Inventory:

It includes the stock of local employees and the employees belonging to other areas such as different states of India.

(i) Inventory of Past Performance and Future Potentialities:

There are several human capacities or potentials required for performing jobs at the workplace. Requirement of these along experience need to be taken into consideration while taking stock of human resource inventory.

Sources of Supply:

Estimation of supply of human resources depends upon internal and external sources.

Internal Factors:

Internal source of supply of human resources include the output from established training programme for employees and management development programmes for executives and the existing reservoirs of skills, potentials, creative abilities of the organisation.

External Factors:

External factors can be grouped into local and national factors.

(a) Local Factors:

Local factors include the following:

(1) Population densities within the reach of enterprise.

(2) Current and future wage and salary structure from other employers.

(3) Local unemployment level.

(4) Availability of employees on part time, temporary and casual basis.

(5) The output from local educational institutions and training institutions managed by government and private establishments.

(6) Local transport and communication facilities.

(7) Availability of residential facilities.

(8) Traditional pattern of employment locally and availability of human resources with requisite qualifications and skills.

(9) The pattern of migration and immigration.

(10) The attraction of the area as a better place to reside.

(11) The attraction of a company as a better workplace and company as a good paymaster.

(12) The residential facilities, educational health and transport facilities.

(13) The regulations of local government in respect of reservation of backward and minorities communities.

(b) National Factors:

National factors include the following:

(1) Trends in growth of working population of the country.

(2) National demands for certain categories of human resources such as technical and management professionals, computer professionals, medical practitioners, technicians, secretaries, craftsmen, graduates etc.

(3) The output from universities, technical and professional institutions.

(4) Impact of changes in educational patterns.

(5) Cultural patterns, social norms and customs.

(6) Impact of government training schemes.

(7) Impact of government policies in respect of employment regulations.

(8) Migration and immigration patterns.

(9) Impact of national educational facilities.

Management Notes

Human Resource Planning Scope, Approaches

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Human resource planning is used by organisations to ensure that they have the right number and the right kind of people at the right place and at the right time. Where this process is carried out properly, it brings maximum long-run benefits to both the organisation and the individual employee.

Human Resource Planning is the planning of Human Resources. It is also called manpower planning/ personnel planning/ employment planning. It is only after Human Resource Planning that the Human Resource department can initiate the recruitment and selection process. Therefore, Human Resource Planning is a sub-system of organisational planning.

Definitions “Human Resource Planning is a strategy for the acquisition, utilisation, improvement and preservation of an organisation’s human resource” – Y.C. Moushell

“Human Resource Planning is a process of forecasting an organisation’s future demand for human resource and supply of right type of people in right numbers” – J.Chennly.K

Scope of Human Resource Planning

  • It keeps the record of current manpower with the organization.
  • Assessing the future requirements of manpower for organization objectives.
  • To make the manpower recruitment plans.
  • To phase out the surplus employees.
  • To make a layout of training programme for different categories of employees.

Need for Human Resource Planning      

  • Shortage of Skills: These days we find shortage of skills in people. So it is necessary to plan for such skilled people much in advance than when we actually need them. Non-availability of skilled people when and where they are needed is an important factor which prompts sound Human Resource Planning.
  • Frequent Labour Turnover: Human Resource Planning is essential because of frequent labour turnover which is unavoidable by all means. Labour turnover arises because of discharges, marriages, promotion, transfer etc. which causes a constant ebb and flow in the workforce in the organisation.
  • Changing needs of technology: Due to changes in technology and new techniques of production, existing employees need to be trained or new blood injected into an organisation.
  • Identify areas of surplus or shortage of personnel: Manpower planning is needed in order to identify areas with a surplus of personnel or areas in which there is a shortage of personnel. If there is a surplus, it can be re-deployed, or if there is a shortage new employee can be procured.
  • Changes in organisation design and structure: Due to changes in organisation structure and design we need to plan the required human resources right from the beginning.

Approaches

On the theoretical plane there are three options to any educational planner. The first option is to treat the education as consumption goods and demand for education as an aggregate of individual consumer’s demand schooling, and to provide the facilities for education and training according. The second option is to view education an investment goods, evaluate the investments in education at par with investment in education with the rate of return on investment in physical capital. The third option is to considered skilled manpower as basic inputs to the production goods and services within the economy; assess the skill requirements to achieve any predetermined economic growth target, and to gear the expansion of educational system to provide the needed education and training.

There are three approaches to educational planning:

  • Social demand approach
  • Rate of return approach, and
  • Manpower requirement approaches.

Social Demand Approach: The social demand approach lies on the assessment of society’s requirement for education. In principles, it is an aggregate of individuals demand for education in respect of all individuals within the society. It is not always possible particularly in large societies, to assess individual demand for education. In practice, therefore, social demand approach relies on a projection of past trends in demographic aspects of population and the enrollment at the different levels of education.

Social demand approach is thus capable of revealing the number of students with differently types of professional preparations that may be a given target date, based on past experiences. Projections of social demand for education are contingent upon given levels of:

  • Income of educated people,
  • Taste and references of household for education,
  • Demographic characteristics such as fertility and mortality,
  • Direct costs of education,
  • Student grants, and
  • Existing standard of admission to various levels of education.

Added to these constraints, there are the perennial problems associated with the data base on demographic aspects at disaggregated levels such as districts, blocks and villages and data on wastage and stagnation in education, and intensity of utilization of existing educational facilities. Social demand approach thus suffers from the difficulties associated with any futurological exercise.

Rate of Return Approaches: Critics of social demand approach argue that the decision to choose more or less of education, beyond a legal school-learning age, is made by an individual who attaches a positive value to the present and the future benefits of education. Aggregate of individuals demand for education, which is constructed the social demand for education, should then be based exaggerate of individuals assessment of benefits of education-reflecting the social benefits.

This brings us the rate of return approach to education:

Rate of return approach looks upon education as a contributor to productivity and this sense, it is expected to facilitate investment decisions in education whether or not the students should undergo more schooling, or whether or not the state should invest more and expand educational facilities.

Like in the rate of return-on-investment analysis, rate of return on investment in education is used to expand educational facilities until schooling equalizes.

  • On the one hand yield of investment in different types of education, and
  • On the other hand, yield of investment in education vis-à-vis other sectors of economy.

Manpower Requirement Approach: The fundamental axioms of manpower requirements approach is that there is a definite link between the education and economic growth and that lack of skilled manpower in required number impedes growth. In this approach an attempt is made to forecast future requirements of educated manpower to fulfill a future target of Gross National Product (GNP) or specified targets of industrial production. Based on the forecasts of educated manpower requirement over a specified period, the planners would then indicate the directions of development of the educational sector over the same specific period.

The basic steps involved in this exercise are as under:

  • Anticipating the directions and the magnitude of development of each individual sectors of the economy.
  • Evolving norms of the employing manpower in each individual sector keeping the view the
  • Technological options Present as well as future for each sector of the economy.
  • Translating the physical targets for the development of each individual sector into the manpower requirement using the sector specific manpower norms.
  • Estimating the educational; equivalents of the manpower requirement.
  • Analyzing the implications of estimates of educated manpower requirements for educational development, based on assumptions regarding the enrollment rates, transitions probability and wastage and the stagnation rates at each level of education.

Limitations of the Manpower Requirement Approach:

The first limitation assumes that the educated manpower of different types is used in fixed proportions and that there no substitutions possibilities among the various categories of educated manpower.

The second limitation is that it postulates a definite link between an industrial task and an educational level. Prices, either in terms of cost of producing educated manpower or in terms of salaries and wages of educational people do not play any role in matching demand with supplies of educated manpower in this brand of educational planning. This makes the good sense if formal education and training is the only means of producing educated manpower. If there are alternative ways of producing a given category of skilled manpower, then prices play a significant role and the manpower requirements approach fails to take cognizance of this respect. In the Indian context, even in the case of highly skilled occupation where graduate level engineers are required, it has been observed that over 30 per cent of the manpower do not have the basic minimum qualification. They have reached these levels through on-the-job training and such other informal training, in the requisite skills. Such persons are categorized as “practical” and these practical are to be found in every occupation.

The crucial information in all forecasting exercises is the assumptions about the distant unknown future. Any error in judgment, in this regard, will seriously affect manpower balances at a later date resulting in either excess supply or excess demand. In the context of educational planning, excess demand is relatively easier to manage. Excess supply, on the other hand, leads to serious economic and sociological problems which are often difficult to deal with.

Management Notes

Levels of Human Resource Planning

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Human Resource Planning is done at various levels for their own purposes by various institutions. There are various levels of human resource planning in an industrial enterprise:

  • National Level
  • Sectoral Level
  • Industry Level
  • Unit Level
  • Departmental Level
  • Job Level
  1. HRP at National Level:

HRP at the national level helps to plan for educational facilities, health care facilities, agricultural and industrial development, and employment plans etc. The government of the country plans for human resources at the national level.

  1. Sectoral Level:

Central and state governments also plan human resource requirements at sectoral level. It tries to satisfy needs of some particular sectors like Agriculture Sector, Industrial Sector and Service Sector.

  1. Industry Level:

This level of planning is done to suit manpower needs of a particular industry such as Engineering, Heavy Industries, Paper Industry, Consumer Goods Industries. Public Utility Industries, Textile, Cement/Chemical Industries etc.

  1. HRP at the Unit Level:

HR Planning at the company level is based on the estimation of human resource needs of the particular company in question. It is based on the business plan of the company.

  1. Departmental Level:

This level of planning is done to suit the manpower needs of a particular department in a company e.g., Marketing Department, Production Department. Finance Department, etc.

  1. Job Level:

This level of planning fulfills the human resource needs of a particular job family within department. For example, the requirement of number of sales executes in the marketing department.

Need for HRP at Macro Level

Major reasons for the emphasis on HRP at macro level include:

Technological Changes: The myriad changes in production technologies, marketing methods and management techniques have been extensive and rapid. Their effect has been profound on job contents and job contexts. These changes cause problems relating to redundancies, retraining and redeployment. All these suggest the need to plan manpower needs intensively and systematically.

Organizational Changes: In the turbulent environment marked by cyclical fluctuations and discontinuities, the nature and pace of changes in organizational environment, activities and structures affect manpower requirements and require strategic considerations.

Employment-Unemployment Situation: Though in general the number of educated unemployed is on the rise, there is acute shortage for a variety of skills. This emphasises the need for more effective recruitment and retaining people.

Demographic Changes: The changing profile of the work force in terms of age, sex, litercy, technical inputs and social background have implications for HRP.

Skill Shortages: Unemployment does not mean that the labour market is a buyer’s market. Organizations have generally become more complex and require a wide range of specialist skills that are rare and scarce. Problems arise when such employees leave.

Legislative Controls: The days of executive fiat and ‘hire and fire’ policies are gone. Now legislation makes it difficult to reduce the size of an organization quickly and cheaply. It is easy to increase but difficult to shed the fat in terms of the numbers employed because of recent changes in labour law relating to lay-offs and closures. Those responsible for managing manpower must look far ahead and thus attempt to foresee manpower problems.

Governmental Influences: Government control and changes in legislation with regard to affirmative action for disadvantaged groups, working conditions and hours of work, restrictions on women and child employment, casual and contract labout, etc. have stimulated the organizations to become involved in systematic HRP.

Impact of Pressure Groups: Pressure groups such as unions, politicians and persons displaced from land by location of giant enterprises have been raising contradictory pressures on enterprise management such as internal recruitment and promotions, preference to employees’ children, displace persons, sons of the soil etc.

Lead Time: The long lead time is necessary in the selection process and for training and deployment of the employee to handle new knowledge and skills successfully.

Systems Concept: The spread of systems thinking and the advent of the macro computer as part of the on-going revolution in information technology which emphasises planning and newer ways of handling voluminous personnel records.

University of Mumbai BMS Notes

Steps in HRP

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  1. Assessing Human Resources:

The assessment of HR begins with environmental analysis, under which the external (PEST) and internal (objectives, resources and structure) are analyzed to assess the currently available HR inventory level.

After the analysis of external and internal forces of the organization, it will be easier for HR manager to find out the internal strengths as well as weakness of the organization in one hand and opportunities and threats on the other. Moreover, it includes an inventory of the workers and skills already available within the organization and a comprehensive job analysis.

  1. Demand Forecasting:

HR forecasting is the process of estimating demand for and supply of HR in an organization. Demand forecasting is a process of determining future needs for HR in terms of quantity and quality. It is done to meet the future personnel requirements of the organization to achieve the desired level of output.

Future human resource need can be estimated with the help of the organization’s current human resource situation and analysis of organizational plans and procedures. It will be necessary to perform a year-by-year analysis for every significant level and type.

  1. Supply Forecasting:

Supply is another side of human resource assessment. It is concerned with the estimation of supply of manpower given the analysis of current resource and future availability of human resource in the organization. It estimates the future sources of HR that are likely to be available from within an outside the organization. Internal source includes promotion, transfer, job enlargement and enrichment, whereas external source includes recruitment of fresh candidates who are capable of performing well in the organization.

  1. Matching Demand and Supply:

It is another step of human resource planning. It is concerned with bringing the forecast of future demand and supply of HR. The matching process refers to bring demand and supply in an equilibrium position so that shortages and over staffing position will be solved.

In case of shortages an organization has to hire more required number of employees. Conversely, in the case of over staffing it has to reduce the level of existing employment. Hence, it is concluded that this matching process gives knowledge about requirements and sources of HR.

  1. Action Plan:

It is the last phase of human resource planning which is concerned with surplus and shortages of human resource. Under it, the HR plan is executed through the designation of different HR activities. The major activities which are required to execute the HR plan are recruitment, selection, placement, training and development, socialization etc.

Finally, this step is followed by control and evaluation of performance of HR to check whether the HR planning matches the HR objectives and policies. This action plan should be updated according to change in time and condition.

Management Notes

Human Resource Planning, Types, Tools, Activities, Levels, Barriers

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Human Resource (HR) Planning, also known as workforce planning, is the systematic process of forecasting an organization’s future demand for talent and ensuring the right people with the right skills are available at the right time to achieve strategic goals. It involves analyzing current workforce capabilities, predicting future needs based on business objectives, and identifying gaps between the present and future states.

Types of Human Resource Planning:

  • Strategic Human Resource Planning

Strategic HRP focuses on aligning human resources with long-term organizational goals. It ensures that the organization has the right number of employees with the required skills to achieve its mission and vision. This type of planning considers external factors like market trends, technology, and competition. It involves workforce forecasting, succession planning, and talent management strategies. Strategic HRP is proactive, future-oriented, and ensures sustainable growth by anticipating future workforce needs. It is particularly important for large organizations and industries facing rapid change, as it links HR policies directly with corporate strategy and long-term success.

  • Operational Human Resource Planning

Operational HRP deals with the short-term and immediate manpower requirements of an organization. It focuses on day-to-day workforce planning, such as recruitment, scheduling, transfers, training, and promotions. The main objective is to ensure the smooth functioning of operations without manpower shortages or surpluses. This type of HRP addresses staffing needs based on workload, seasonal demand, or project requirements. It is more practical and action-oriented compared to strategic HRP. By maintaining the right workforce balance, operational HRP helps organizations achieve efficiency, reduce delays, and ensure timely completion of tasks, thereby supporting short-term organizational performance and stability.

  • Tactical Human Resource Planning

Tactical HRP bridges the gap between strategic and operational planning. It generally covers the medium-term horizon, typically ranging from one to three years. Tactical planning focuses on specific workforce initiatives like training programs, leadership development, and recruitment drives for anticipated needs. It translates broad strategic HR goals into actionable steps while ensuring operational requirements are met. For example, if strategic HRP identifies a future need for technical experts, tactical HRP will plan specific hiring and training initiatives. It ensures that the workforce is gradually prepared for long-term organizational objectives while efficiently meeting present requirements.

  • Contingency Human Resource Planning

Contingency HRP prepares organizations for unexpected changes and uncertainties such as economic downturns, labor strikes, resignations, or sudden demand surges. It involves creating backup plans, alternative staffing strategies, and flexible workforce arrangements to respond quickly to unforeseen situations. This type of HRP ensures business continuity and minimizes risks related to workforce shortages or disruptions. For example, companies may maintain a pool of part-time workers, contract staff, or cross-trained employees as a contingency measure. By preparing for uncertainties, contingency HRP increases organizational resilience, adaptability, and stability in a dynamic business environment.

Tools of Human Resource Planning:

  • Workload Analysis

Workload analysis is a key HRP tool used to determine the number of employees required to perform a specific volume of work. It studies job demands, processes, and time needed to complete tasks. By analyzing workload, HR can estimate manpower needs for different departments. For example, production targets in a factory can be translated into workforce requirements. This tool helps avoid overstaffing or understaffing, ensuring efficiency and cost-effectiveness. It also supports job redesign and resource allocation. Thus, workload analysis provides a quantitative basis for accurate forecasting of human resource requirements in the organization.

  • Workforce Analysis

Workforce analysis involves examining the current strength, skills, age, qualifications, and experience of employees to assess their suitability for present and future needs. It identifies gaps between the existing workforce and organizational requirements. For example, if the company needs more digital marketing experts, workforce analysis highlights the shortage. This tool also evaluates employee turnover, absenteeism, and retirement trends, helping HR prepare replacement and succession plans. Workforce analysis ensures optimal utilization of human resources by matching existing talent with future roles. It is an essential tool for planning recruitment, training, promotions, and long-term talent management strategies.

  • Forecasting Techniques

Forecasting techniques are widely used in HRP to predict future manpower requirements. Quantitative methods like trend analysis, ratio analysis, and regression help forecast based on past data, while qualitative techniques like Delphi method and managerial judgment rely on expert opinions. Forecasting ensures that the organization has the right number of employees with the required skills at the right time. It also helps plan for retirements, promotions, and new project demands. By anticipating future needs, HR can proactively prepare recruitment and training strategies. Thus, forecasting techniques make HRP more accurate, scientific, and aligned with organizational goals.

  • Succession Planning

Succession planning is an HRP tool that ensures a continuous supply of competent employees for key positions in the organization. It involves identifying high-potential employees, grooming them through training and development, and preparing them to take over critical roles when vacancies arise due to retirement, promotion, or resignation. This tool minimizes disruptions, secures leadership continuity, and motivates employees by providing career growth opportunities. Succession planning also reduces the risks and costs associated with external hiring for senior roles. It is particularly important for leadership positions, where sudden vacancies could negatively impact organizational stability and growth.

  • Skill Inventory

A skill inventory is a database containing detailed information about employees’ qualifications, training, work experience, technical skills, and career interests. It helps HR managers quickly identify employees suitable for specific tasks, projects, or promotions. For example, if a project requires data analysts, HR can refer to the inventory to select capable employees internally before hiring externally. Skill inventories also help in planning training needs, career development programs, and redeployment of employees. By maintaining updated records, organizations can effectively utilize their existing talent pool, minimize hiring costs, and respond quickly to workforce demands.

  • Quantitative vs. Qualitative Tools of HRP

Quantitative tools of HRP rely on statistical and mathematical methods to forecast manpower needs. Techniques such as trend analysis, ratio analysis, regression, and productivity measures use past data and numerical models to estimate future workforce requirements. They provide accuracy and objectivity but may overlook human and behavioral aspects.

Qualitative tools, on the other hand, depend on judgment, experience, and expert opinions. Methods like the Delphi technique, managerial judgment, and scenario analysis assess future requirements based on intuition and strategic insights. These tools are flexible and useful in uncertain environments but less precise.

Activities of Human Resource Planning:

  • Analyzing Organizational Objectives

The foundational activity is a thorough analysis of the organization’s strategic goals for the coming years. HR planners must understand the company’s direction regarding expansion, new product launches, market entry, or technological adoption. This analysis answers the question: “Where is the business going, and what human capital will be required to get there?” It ensures that all subsequent HR planning activities are directly aligned with and supportive of the overarching business strategy, making the workforce a true strategic asset rather than just an operational necessity.

  • Assessing Current Human Resources (Supply Analysis)

This activity involves creating a comprehensive inventory of the current workforce. It goes beyond headcount to audit the skills, competencies, qualifications, experience, performance levels, and potential of all employees. Techniques like skill matrices and HR databases are used. This assessment provides a clear picture of the existing talent supply, highlighting strengths to leverage and weaknesses to address. It is the baseline against which future demand is compared to identify gaps that need to be filled through recruitment, development, or other strategies.

  • Forecasting Future HR Requirements (Demand Forecasting)

Here, planners predict the future need for employees. Using techniques like trend analysis, managerial judgment, and workforce modeling, they forecast both the number of people and the types of skills that will be required to achieve organizational objectives. Factors considered include projected sales growth, technological changes, attrition rates, and industry trends. This demand forecast defines the future workforce the organization needs to build, making it a critical step for proactive rather than reactive talent management.

  • Identifying the Gap (Gap Analysis)

This analytical activity involves comparing the forecasted future demand for people  with the projected supply of current Human Resources (HR) (factoring in attrition). The difference between the two is the “gap.” It identifies future shortages (where demand exceeds supply) or surpluses (where supply exceeds demand) in specific job categories or skill sets. This gap analysis is the crucial link between assessment and action, as it precisely pinpoints the workforce issues that HR strategies must be developed to solve.

  • Formulating HR Action Plans and Strategies

Based on the gap analysis, specific strategies and action plans are formulated. For a talent shortage, this may include recruitment plans, training programs, or succession planning. For a surplus, it may involve strategies like attrition, redeployment, voluntary retirement schemes, or outplacement. This activity translates identified needs into concrete, timed, and budgeted initiatives, ensuring the organization has a clear roadmap to bridge its future workforce gaps and achieve its human capital objectives effectively.

  • Implementing the Plans

This is the execution phase where the formulated strategies are put into action. It involves coordinating with relevant departments (like hiring managers, finance, and training) to launch recruitment drives, initiate training and development programs, implement retention strategies, or manage downsizing processes. Effective implementation requires strong project management, communication, and change management skills to ensure the plans are carried out smoothly, efficiently, and with minimal disruption to the organization’s operations.

  • Monitoring, Control, and Feedback

The final, ongoing activity is to continuously monitor the results of the implemented plans against established benchmarks and goals. This involves tracking metrics like time-to-fill vacancies, training effectiveness, retention rates, and productivity levels. This feedback loop is essential for evaluating the success of the HR planning process, identifying any deviations from the plan, and making necessary adjustments. It ensures the process remains dynamic, responsive to changing conditions, and continuously improved for future cycles.

Levels of Human Resource Planning:

  • Corporate Level HRP

At the corporate level, HR planning is carried out for the entire organization. It focuses on long-term workforce strategies aligned with business objectives, expansion, diversification, and global operations. Corporate HRP deals with overall manpower forecasts, succession planning, and leadership development. It ensures that the organization has the right talent pool to support growth, mergers, acquisitions, or technological changes. The emphasis is on strategic issues such as talent management, organizational culture, and workforce adaptability. Corporate-level HRP provides broad guidelines that are later implemented at departmental and unit levels. It helps in integrating HR policies with overall corporate planning for sustainable success.

  • Departmental Level HRP

At the departmental level, HR planning focuses on the specific manpower needs of individual departments such as marketing, finance, production, or HR itself. Departmental managers, in coordination with HR specialists, forecast the number and type of employees required to meet departmental goals. This level emphasizes skill requirements, training needs, workload distribution, and staffing for ongoing and upcoming projects. Departmental HRP ensures that every unit within the organization has adequate staff to achieve efficiency. It also supports employee development by aligning training with department-specific needs. In short, departmental-level HRP translates corporate strategies into actionable manpower plans tailored for each department.

  • Unit/Operational Level HRP

At the unit or operational level, HR planning deals with short-term, day-to-day staffing requirements. It focuses on employee scheduling, job assignments, transfers, leave management, and replacement of absent staff. Operational HRP ensures the smooth functioning of processes by avoiding manpower shortages or idle resources. For example, in a manufacturing unit, HR ensures the right number of workers are available for each shift. It is more practical and action-oriented compared to corporate or departmental planning. Unit-level HRP is essential for maintaining productivity and discipline at the ground level, while also feeding information upward for departmental and corporate HR planning.

Barriers to Human Resource Planning:

  • Inaccurate Forecasting

A primary barrier is the inherent difficulty in predicting future workforce needs with precision. HR planning relies on forecasts of economic conditions, industry trends, technological changes, and internal growth, all of which are uncertain. Inaccurate data, flawed assumptions, or unexpected market disruptions can render forecasts obsolete. This unreliability can lead to significant gaps—either shortages or surpluses of talent—undermining the entire planning process and causing the organization to either scramble for resources or incur unnecessary costs, defeating the purpose of strategic foresight.

  • Lack of Integration with Organizational Strategy

HR planning is ineffective when conducted in isolation from the organization’s overall strategic planning. If senior leadership does not involve HR in strategic discussions, or if business goals are vague and constantly shifting, the HR function cannot accurately determine future human capital needs. This disconnect results in a workforce plan that is misaligned with the business’s actual direction, rendering it irrelevant and unable to support key objectives, thus wasting resources and effort.

  • Resistance from Employees and Managers

Workforce planning often implies change, such as restructuring, redeployment, or shifts in skill requirements, which can be met with significant resistance. Employees may fear job loss or increased workload, while line managers might resist losing control over staffing decisions or adopting new roles as coaches and developers. Without buy-in and trust at all levels, even the most well-designed HR plan will face implementation challenges, skepticism, and passive non-cooperation, stalling its execution.

  • Time and Cost Constraints

Comprehensive HR planning is a resource-intensive process requiring significant time, expertise, and financial investment for activities like data analysis, software tools, and environmental scanning. Organizations, especially smaller ones or those operating in survival mode, often view this as a costly luxury rather than a necessity. The pressure for short-term results can lead management to prioritize immediate operational fires over long-term strategic planning, causing the HR planning process to be rushed, underfunded, or abandoned altogether.

  • Rapid Changes in Technology and Environment

The accelerating pace of technological innovation and market volatility presents a major barrier. Skills can become obsolete quickly, and new roles can emerge unexpectedly, making long-term plans difficult to maintain. An HR plan built on current technology may be irrelevant in a few years. This constant state of flux requires an extremely agile and adaptive planning process, which many traditional, rigid HR structures struggle to achieve, leading to plans that are outdated before they are even fully implemented.

  • Insufficient HR Information System (HRIS)

Effective planning relies on accurate, timely, and comprehensive data about the current workforce—skills, performance, potential, and attrition rates. Many organizations lack a sophisticated HRIS to collect and analyze this data efficiently. Reliance on outdated, manual, or siloed record-keeping leads to poor-quality information. Without robust data analytics, HR planners are forced to make decisions based on intuition or incomplete pictures, severely compromising the accuracy and effectiveness of the entire workforce planning exercise.

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