Human

Resource
Planning
Prepared by:
Melody S. Cruz
Mary Ann C. Aquino
Monica R. Aniceto
Flordeliza B. Jose

DEFINITION
Human

resource planning is
the term used to describe
how companies ensure that
their staff are the right staff
to do the jobs.
-A process which anticipates
and maps out the
consequences of business
strategy on an organization's
human resources.

WHY PERFORM HUMAN RESOURCE

PLANNING?
As

pointed out very aptly by

Robbins, because the organization
and people, as it does capital and
physical assets, this resource is
often not given enough attention..
If management wants to ensure the
healthy operation of the
organization..human resources
acquisition should be given
priority

REALITY CHECK:
A. Philippine Government
- part of the ills of our government is caused
by inadequate human resources that hamstring
smooth and efficient public service.
B. Author in U.P College of Business Administration
- doing job placement as one of her duties as
officer for Student Relations and Services was
besieged now and then by requests from
private and public organizations to provide
them at once or
as soon as possible much needed workers.

Opportunities created by
organization growth, additional
equity or development of new
products or service are to be met
headlong.
- This is possible only when there
is
organized human
resource planning.

PLANNING LINKS:
Actions

and Consequences
- without planning, HR management
can become just a collection of
activities, each one independent of the
others. Each activity might focus on its
own goals:

Staffing might emphasize filling

vacancies quickly.

Compensation might emphasize

reducing payroll costs.

Training might focus on delivering

standard classes quickly and at low

 Human

Resource and the

Organization

Organizations have goals such as

market share, cost reduction,
innovation, reputation, and high
quality service. Without planning,
these standards can easily be
forgotten in the rush to choose
individual HR activities.

THE PROCESS OF HUMAN RESOUCE PLANNING :

1. Identifying objectives and plans of the

organization.
- the short and long range plans of the
organization which are reflected in its objectives
are to be translated into human resources needs.
2. Projecting manpower requirements of plans.
- there is the need to determine at this stage the
implications of objectives and plans on projected
volume and type of work and standards and
productivity ratios as instruments for translating
plans into human resources terms.

3. Surveying of existing human resources.

- the organization should survey the current
manpower situation and develop a profile of its
status. This is like an inventory of its assets but
this time, it is human power inventory.
4. Projecting available manpower resources
- there is a need to project the inventory of
resource to a future scenario by looking at
anticipated movements or turnover of manpower.
Growth in terms of new lines of products and
services, establishment of new branches,
increased number of employees to be hired or as
need for improved services rendered by present
staff.

A matching of projected manpower requirements

of plans with available manpower resources is
made.

- There should be a fit between the two.

If the organization plans to expand,
corresponding expansion of human
resources should be worked out, if the
present force is not adequate to cope
with planned requirements.

5. Determining overstaffing and

understaffing levels.
- if there is overstaffing, excess
staff can be trained so that they
can assume other positions
elsewhere in the organization.

HOW HUMAN
RESOURCE
PLANNING FITS THE
BROADER PALNNING
PROCESS?

a. External Level
- this standards derived from external
conditions. They are judged by stakeholders
outside the organization, such as
governments, unions, communities,
customers, suppliers and investors.
Specific Standards that might be established
here include:

increase our stock price at 3% above the

industry average in 18months.
Reduce customer complaints by 30%
before the end of the year.

b. Organization Level
- the organization usually refers to the entire
firm; however in very large or decentralized
organizations, it might refer to subunits such
as divisions, regions, profit centers,
branches, or agencies.
Growing evidence suggests that human
resource strategies are affected by
organization strategy and by the
organizations environment.

c. Human Resource Department / Function Level

- External and Organizational planning
produces standards and decisions reflecting
broad success and survival. HR management
decisions can and should reflect these
standards, but it is sometimes hard to tell if
changes in external or organizational outcomes
were achieved because of, or in spite of, a well
managed HR department/function. This level of
planning is called human resource strategic
planning and establishes the broad standards
within which specific HR decisions are made.

d. Human Resource Quantity and Deployment

- typical standards in employment planning
might include:

reduce the size of our work force by 5%

within six months.
maintain this years labor costs at their
current level, despite inflation in overall price
levels.
it does shows that employment planning
decisions focus on identifying discrepancies
between the future demand and supply of
employees and the making choices to
reconcile the two.

e. Specific Human Resource Management Activities

- human resource action plans consider the likely
effects of specific HR activities. Typical standards at
this level of analysis might include:
extend long term medical benefits to all employees
identified as at risk for a long-term disabilities before
July 30.
demonstrate that benefits exceed the costs of the
new team building and worker involvement seminar
series by more than 120%.
it does shows that typical decisions in HR action
planning include whether to implement particular
activities, and how extensive each activity should be
action plans translate the work force size and
deployment standards of employment planning into
specific activities.