HR Plans

Organisations operate in a changing environment. Consequently, Human resource requirements also change continually. Changes in product mix, union agreements, competitive actions are some of the important things that need special attention. The human resource requirements identified along the procedure outlined in the above box need to be translated into a concrete HR plan, backed up by detailed policies, programmes and strategies (for recruitment, selection, training, promotion, retirement,replacement, etc.).
i Recruitment plan: Will indicate the number and type of people required and when
they are needed; special plans to recruit right people and how they are to be dealt
with via the recruitment programme
ii Redeployment plan: Will indicate the programmes for transferring or retraining
existing employees for new jobs
iii. Redundancy plan: Will indicate who is redundant, when and where; the plans for
retraining, where this is possible; and plans for golden handshake, retrenchment,
lay-off, etc.
iv. Training plan: Will indicate the number of trainees or apprentices required and
the programme for recruiting or training them; existing staff requiring training or
retraining; new courses to be developed or changes to be effected in existing courses.
v. Productivity plan: Will indicate reasons for employee productivity or reducing
employee costs through work simplification studies, mechanisation, productivity
bargaining; incentives and profit sharing schemes, job redesign, etc.
vi. Retention plan: Will indicate reasons for employee turnover and show strategies
to avoid wastage through compensation policies; changes in work requirements
and improvement in working conditions.
vii. Control points: The entire manpower plan be subjected to close monitoring from time to time. Control points be set up to find out deficiencies, periodic updating of manpower inventory, in the light of changing circumstances, be undertaken to remove deficiencies and develop future plans.
Responsibility for HRP
Top level executives are responsible for HR planning as it is one of the important factors influencing the success of an organisation. The plans are usually prepared by the Human Resource Division in consultation with other corporate heads. The responsibility and accountability for manpower aspects of various divisions is on their respective heads.
They should undertake their own appraisals of future needs in such a way as to provide a concrete basis for organisation-wide forecasting and planning. The Human Resource Division must offer counsel and advice to various divisional heads and coordinate the
various manpower estimates from time to time. Prof. Geisler outlined the responsibilities
of Human Resource Department in respect of HR planning thus:
i. Assist and counsel operating managers to plan and set objectives.
ii. Collect and summarise manpower data keeping long-run objectives and broad
organisational interests in mind.
iii. Monitor and measure performance against the plan and keep top management
informed about it.
iv. Provide proper research base for effective manpower and organisational planning.


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