More and more managers are finding that systematic human resource planning can give their companies

a competitive edge.
Presented by Group 3: Devarshi Bajpai Parnamoy Dutta Ashish Madnoorkar Aniruddha Sarawgi Nitisha Pagaria Saahil Sinha

 Organization

needs to make a plan for all its processes and activities. People are the most important asset of an organization. Broadly planning involves answering three major questions:
How many people are required for the job?

What Sort of people the organisation must have?

How could the business prepare present Human

Resource to meet the changing micro and macro environment requirements?

 Changing

times call for different business strategies which boil down to requirement of employees with different skill sets. Implementation of technology can be successful if proper planning & training of people is done. Improper planning leads to greater job dissatisfaction, pressure & adds cost of hiring effort.

 People

Planning is about striking a match/fit as defined by Bulla and Scott,1994. Innovative efforts aiming to enhance corporate performance & boost employee morale. People planning sees the business plans with the lens of people requirements and tries to establish a fit where business plan is achieved with the availability of right person at the right job at the right time with the right resources.

Companies

15

40

HR as long Term BP Sucession & Training No people planning

45

 Managers

who anticipate competitive and technological challenges do plan for effects of these changes on their people. This is not the enough reason. The companies do people planning because their top executives are convinced it gives them a competitive edge in market place. Companies believe people planning makes their company more flexible and entrepreneurial, not because environment forces it on them.

 Some

managers who resist planning do so because they believe it is costly and ineffective. In 1981-82 recession, more than half companies surveyed had to lay off middle managers. But companies in which planning is most developed minimized these reduction, through hiring freezes, attrition and other forms of advanced action.

 Comparison

Of Companies

5 Stages 3 Criteria
No. of people planning elements used

Degree to which human resource plan is integrated with business plan

Expressed amount of interest in and commitment to the planning process.

 Total
TRADITIONAL ( Stage : 1&2)

Companies Surveyed 220

STAGE 1 (15%)

Activities : Company Picnic Activities : Short term head count forecasting Activities : Long term head count forecasting Activities : Skills inventories and succession planning as a part of long term business plan. Activities : Scenarios , trend analysis , management development , morale mgmt.

STAGE 2 (36%)

MODERN ( Stage : 3 & 4)

STAGE 3 (27%)

ADVANCED ( Stage : 5)

STAGE 4 (14%)

STAGE 5 (8%)

Hire or retain to fill scientific and technical positions.

HRP STAGE As needed 6months-1 yr In advance 31% 26% 36% 40% 19% 2 yrs in advance 0% 4% 2% 0% 6% 3-6 yrs in advance 3% 7% 13% 13% 31%

1 2 3 4 5

66% 63% 49% 47% 44%

Hire or retain to fill managerial and professional positions.

As needed 6months-1 yr In advance 26% 33% 2 yrs in advance 0% 1% 3-6 yrs in advance 19% 32%

HRP STAGE

1 2

55% 34%

3
4 5

36%
23% 11%

24%
27% 25%

5%
3% 6%

35%
47% 58%

Identification of people to fill key administrative position

Building Block of HRP

Only 1 out of 10 companies integrate succession planning into its long term strategic plan. Possibility that a key subordinate would be listed for several management slots.

Highlights people in ranks thereby potentially enhancing their career Identifies & directs managements attention to possible costly vacancies

Divergence in Planning Process:

Carefully

build the process around sophisticated components e.g.: Computerized personal-data system, skills inventories, competitive work force analysis etc. Process focuses on one or two components e.g.: succession planning or executive selection and development.

According to People and Productivity : It identified 15 common human resource activities related to training matters, individual goal setting, appraisal & feedback, job redesign etc. affects the organization's day-to-day relations with its employees. Thus line management has to be a part of the people planning system.

Companies that show the highest commitment to the HRP are also those that share the most information with their managers. e.g.: Managers at stage 1 companies try to keep up with legal, legislative, and lifestyle trends on their own. On the other hand 77% of those at stage 5 companies rely on their organizations for half or more of their information.

 When

planning stops with objectives and Short of implementations, the advantage it provides is likely to be lost.
Arts Graduate with Extensive Training.

Technical college Graduate.

Example 1
Relocating the company from one isolated location to a prime one.

Example 2
Test playing nation

T-20 Playing Nation

So how to resolve the crucial SalesForce planning issue ?

Integration of elements into a decision making process combines these important activities:
Identifying

and acquiring the right number of people with proper skills Motivating them to achieve high performance Creating interactive links between business objectives and people-planning activities

The Human Resource planning process