HRM (UNIT -3)



✋Human Resource Planning 

Human Resource Planning is the method of planning and strategizing to satisfy the organization's current and potential manpower demand and supply needs. It's a method for ensuring that your team has the right people with the right skills, resulting in a strong workforce capacity in your business. HRP assists in addressing any essential labor shortages, thus reducing market risks.

In otherworld, Human Resource Planning refers to the process of finding the right candidate for the right kind of job profile, in a particular period of time by analyzing the organizational demand and supply of human need in the upcoming future.


👉Importance of HRM

1 . Enhancing the Human Resource Planning Process's activities.

2.Continue to adapt to technological changes.

3. Facilitate the growth phase of small and medium-sized businesses.

4.Forecasting Shifts in the Workplace.

5. It provides the organization with the required employees at the appropriate time.

6. Helps the corporation in creating a succession plan for all of its workers.

7.Determining future criteria.


👉 Factor affecting HRP

1. Economic changes in the nation

2. Type of organization

3. Environment uncertainty

4. Type and quality of information

5.  Competition climate

6. Organization policy


👉 Process 







👉 Function of HRM

1. Human Resources Planning

2. Performance Management

3. Requirement and selection

4. Learning and development

5. Employee participation and communication


👉Demand forecasting

Demand forecasting refers to a scientific and innovative method for forecasting market demand for a specific product based on previous behavior, experience, data, and patterns of related events. It is not founded on speculation or forecasting, but rather on facts and historical patterns.


👉Supply forecasting 

Forecasting supply entails figuring out who will be eligible, people who are already hired by the company, and others who are not. Promotions from within the company, finding workers willing and ready to be qualified, availability of needed talent in local, regional, and national labor markets, competition for talent within the industry, and demographic dynamics are all factors that managers usually consider when predicting the supply of staff.

The two sources are internal and external:

Internal supply is a succession of planning or the career paths rated by the organization.

  • Employee turnover rates allude just to the development of workers out of an organization. It is a determinant of work supply. As workers' turnover, the supply of work goes down 
  • Ability inventories (Talent inventories) get a ready rundown of representatives showing each representatives' schooling, past experience, professional interests, explicit capacities and skills, and work tenure. Confidentiality is essential in setting up such stock we set up cutting-edge ability inventories permitting an association to rapidly much forthcoming employment opportunity with representative foundations. At the point when information an assembled on managers, these inventories are called the board inventories 
  • Succession planning is the way toward distinguishing creating and following key people so they May, in the end, accept a high-level position. Progression plans may be produced for the board workers, the executive's representatives, or both. The interaction for growing such an arrangement incorporates setting an arranging skyline, distinguishing swap lowlife indents for each key position, surveying current execution and preparation for advancement, recognizing vocation improvement needs. The general target is to guarantee the accessibility of capable chief ability later on.


External supply

Individuals in the workforce who are future candidates for the company make up the external supply. In a global sense, ability levels decide the relevance of labor. Managers must consider the external supply of labor when a company lacks an internal supply of workers for promotions or when staffing entry-level positions.












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