1. Study of existing manpower/Assessing current
human resource situations. The first step in case of human resource planning is the study and analysis of existing labour force in the organization. It will indicate, whether existing working force is adequate, inadequate or surplus in different departments. The analysis of current human resource requirements will be made on the basis of: (a) age (b) skill, and (c) status of employees.
2. Determining future human resource needs/Forecasting future human resource needs. Future requirements of workers, their numbers and types are determined. The requirement is decided on the basis of:
a.Anticipated quantity of output:
b.Anticipated type of production;
c.Anticipated change in production technique.
Human resource planning is the part of general planning, so the future manpower requirement is based upon planning of the management.
3. Future withdrawal of workers. Effective human
resource planning needs that the personnel manager should take into consideration decrease in the working force in future due to retirement, deaths, dismissals and resignation,
4. Expected changes in the composition of labour
force – The organization structure changes with the promotion and transfer of the existing staff. The personnel manager is thus required to take into consider action such structural changes in future also.
5. Future availability of people – The personnel manager is required to study the trend of population growth,migration and educational facilities for determining the future availability of workers. It is also based upon the past experience. The requirement of workers is classified as managerial, technical and unskilled. Adequacy, shortage or sufficiency of different types of workers in the different areas of operation is determined and the human resource planning is made accordingly.
6. Future manpower utilization. The personnel manager is required to, decide, how the working force will be effectively utilized. He will be required to make a study as regards:
a.Direct and indirect labour cost..
b. Administrative and supervisory cost.
c.Overtime allowance payable.
d.Maintenance and repair cost.
e.Payment of wages according to time or piece rate system.
t.Workers requirement during peak and sluggish periods.
7. Employment plans – This phase deals with planning how the organization can obtain the required number of right type of personnel as reflected by the personnel forecasting. In other words, there is a need to prepare programmes of recruitment, selection, training, transfer and promotion so that personnel needs of various departments of organization are met.
8. Training and Development Programme
preparation of skill inventory helps in identifying the naming and development needs of the organization. Training is necessary not only for new employees, but also for old employees. Executive development programmes have to be devised for the development of managerial personnel. No enterprise has a choice of whether to provide training or nor, the only choice is that of method or technique. All types of jobs usually require some sort of training for their efficient performance. Even when the persons appointed have somenjob experience, they must be given some training to refresh their knowledge and skills and to tell them what they are expected to do. The talents of the employees are not fully productive without a systematic programme of training and development.
9. Appraisal of Manpower Planning – After the employment and training programmes have been implemented, an appraisal must be made of the effectiveness of manpower planning. Deficiencies in the programme should be pointed out and the catalogue of manpower inventory should be updated periodically. Corrective actions should also be taken to remove the decencies in manpower planning. An appraisal of the existing manpower plans will also serve as a guide in the future manpower planning.
