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PROCESS OF HUMAN RESOURCE PLANNING


PROCESS OF HUMAN RESOURCE PLANNING

1. Current Situation Analysis: HRP begins by reviewing its current human resource status. This is done by generating a human resource inventory. This include various information about each employee in the organisation. This inventory part of the current assessment is the job analysis. It defines the jobs within the organisation and the behavior that are necessary to perform those jobs.

2. The Demand in Future: First, the planning horizon of HRP must be established. One should know the period for which the plan will apply. Then, the specific corporate objectives and strategies should be clear. Also, the production objectives and processes and capital/finance plans must be considered. Based on these, estimates or projections for demand of human resource can be made.

3. Estimate the Supply of Manpower in Future: Every firms has two major source of supply of human resource: internal and external. Manpower requirements arise out of organisation growth or because of the movement of the employee on account of transfer, promotion, job rotation, voluntary retirement, resignation, retirement, dismissal, discharge or death.

4. Forecasting Human Resource Needs: Human resource requirement can be determined by relating the supply to the demand forecasting. In this way deficits or surpluses of human resource that will exist in the future will be identified. The comparison of demand and supply forecast gives us the members of people to be overcome them.

5. Planning of the organisational Plan: As the organisation operate in a changing environment, manpower structure also remain dynamic, after identifying gaps. Plans are prepared to bridge these gaps. Plans to meet the surplus manpower may be redeployment in other department, retrenchment in consultation with the trade union. People may through recruitment, selection, transfer, promotion, and training plans.

6. Monitoring and Control: Once the action plans are implemented, the human resource structure and system need to be reviewed and regulated. Zero-base budgeting may be used to encourage managers to justify their action plans. Control phase involves allocation and utilization of human resource overtime. Review of manpower plans and programmes helps to reveal deficiencies. Corrective action should be taken at the right time to remove the deficiencies.

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