This document discusses the problems of human resource planning (HRP) and guidelines for effective HRP. The key problems identified are inaccuracy in forecasts, lack of management support, uncertainties due to changes, quantitative focus over quality, and resistance from employees and employers. Effective guidelines include having clear objectives aligned with organizational goals, top management support, appropriate time horizons, maintaining an employee skills inventory, developing an HR information system, and proper organization of the HRP function.
This document discusses the problems of human resource planning (HRP) and guidelines for effective HRP. The key problems identified are inaccuracy in forecasts, lack of management support, uncertainties due to changes, quantitative focus over quality, and resistance from employees and employers. Effective guidelines include having clear objectives aligned with organizational goals, top management support, appropriate time horizons, maintaining an employee skills inventory, developing an HR information system, and proper organization of the HRP function.
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Problems of Hrp and Guidelines for Effective Hrp Ppt
This document discusses the problems of human resource planning (HRP) and guidelines for effective HRP. The key problems identified are inaccuracy in forecasts, lack of management support, uncertainties due to changes, quantitative focus over quality, and resistance from employees and employers. Effective guidelines include having clear objectives aligned with organizational goals, top management support, appropriate time horizons, maintaining an employee skills inventory, developing an HR information system, and proper organization of the HRP function.
This document discusses the problems of human resource planning (HRP) and guidelines for effective HRP. The key problems identified are inaccuracy in forecasts, lack of management support, uncertainties due to changes, quantitative focus over quality, and resistance from employees and employers. Effective guidelines include having clear objectives aligned with organizational goals, top management support, appropriate time horizons, maintaining an employee skills inventory, developing an HR information system, and proper organization of the HRP function.
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PROBLEMS OF HRP AND
GUIDELINES FOR EFFECTIVE HRP
PRESENTED BY :
NAME : SONALI MISHRA
BATCH : MBA ROLL NO. : 201881049 CONTENT: Problems of Human Resource Planning
Effective guidelines to tackle the problems
PROBLEMS OF HRP : 1.INACCURACY :
Human resource planning involves forecasting the
demand for and supply of human resources. Projecting manpower needs over a period of time is risky. It is not possible to track the current and future trends correctly and convert the same into meaningful action guidelines. Longer the time horizon, greater is the possibility of inaccuracy. Inaccuracy increases when departmental forecasts are merely aggregated without critical review. Factors such as absenteeism, labour turnover, seasonal trends in demand, competitive pressures, technological changes and a host of other factors may turn the rest of manpower plans into fashionable, decorative pieces. 2. LACK OF SUPPORT:
Planning is generally undertaken to improve overall efficiency.
In the name of cost cutting, this may ultimately help management weed out unwanted labour at various levels. The few efficient ones that survive such frequent onslaughts complain about increased workload. Support from management is equally missing. They are unwilling to commit funds for building an appropriate human resource information system. The time and effort involved – with no tangible, immediate gains – often force them to look the ‘other way’. Successful human resource planning flourishes slowly and gradually. In some cases, sophisticated technologies are forcefully introduced just because competitors have adopted them. These may not yield fruits unless matched with the needs and environment of the particular enterprise. 3. UNCERTAINITIES:
Technological changes and market fluctuations are
uncertainities, which serve as constraints to human resource planning. It is risky to depend upon general estimates of manpower in the face of rapid changes in environment.
4. NUMBERS’ GAME:
In some companies, human resource planning is used as a
numbers game. There is too much focus on the quantitative aspect to ensure the flow of people in and out of the organisation. Such an exclusive focus overtakes the more important dimension, i.e., the quality of human resources. HR planning, in the final analysis, may suffer due to an excessive focus on the quantitative aspects. The quality side of the coin (consisting of employee motivation, morale, career prospects, training avenues etc.) may be discounted thoroughly. 5. EMPLOYEES RESISTANCE:
Employees and trade unions feel that due to widespread
unemployment, people will be available for jobs as and when required. Moreover they feel that human resource planning increases their workload and regulates them through productivity bargaining. 6. EMPLOYERS RESISTANCE:
Employers may also resist human resource planning feeling
that it increases the cost of manpower. 7. LACK OF PURPOSE:
Managers and human resource specialists do not fully
understand human planning process and lack a strong sense of purpose. 8. TIME AND EXPENSES:
Manpower planning is a time-consuming and expensive
exercise. A good deal of time and cost are involved in data collection and forecasting. EFFECTIVE GUIDELINES TO TACKLE THE PROBLEMS
1. OBJECTIVES:
The HR plan must fit in with the overall objectives of the
organisation. Important aspects such as working conditions, human relationships etc., must be kept in mind while developing the plan.
The HR plan should be balanced with the corporate plan of
the enterprise. The methods and techniques used should fit the objectives, strategies and environment of the particular organisation. 2. TOP MANAGEMENT SUPPORT:
The plan must meet the changing needs of the organisation
and should enjoy consistent support from top management. Before starting the human resource planning process, the support and commitment of top management should be ensured. Moreover, the exercise should be carried out within the limits of the budget. There is no use formulating plans, which cannot be implemented due to financial constraints.
3. APPROPRIATE TIME HORIZON:
The period of a human resource plan should be appropriate to
the needs and circumstances of the specific enterprise. The size and structure of the enterprise as well as the changing aspirations of the people should be taken into consideration. 4. MANPOWER INVENTORY:
The quantity and quality of human resources should be stressed
in a balanced manner. The emphasis should be on filling future vacancies with the right people rather than merely matching existing people with existing jobs. The organisation must have an up-to-date employee skills inventory showing pervious jobs held, tenure on current job, educational and training qualifications, specific knowledge and skills, prior work performance, past and current compensation, mobility factors. Markov Analysis (an approach to forecast the internal supply of manpower tracking past patterns of personnel movements) may be pressed into service while preparing the manpower inventory. Upward mobility of existing staff needs to be considered carefully.
5. HUMAN RESOURCE INFORMATION SYSTEM:
An adequate database should be developed for human resources to
facilitate human resource planning. To manage employee skills inventories, organisations should maintain computerized human resource information systems containing data on: individuals, demographics, career progression, appraisals, skills, interests, training, target positions, performance ratings, geographic preferences, promotability ratings etc.
6. ADEQUATE ORGANISATION AND CO-ORDINATION:
Human resource planning function should be properly
organised. A separate manpower planning division must be created, especially in large organisations to coordinate manpower planning exercise at various levels. The various plans for procurement, promotion and retention of human resources in an optimal manner should be envisaged by filling future vacancies with right type of people. THANKYOU