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