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Copy of Human Resource Planning

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verginia amistoso

on 20 January 2014

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Transcript of Copy of Human Resource Planning

Human Resource Process Cont.

Comparing forecasts of demand and
supply
Planning the actions needed to deal with anticipated shortage or overages
Feeding back such information into the strategic planning process.


Human Resource Process
Interfacing with strategic planning and scanning the environment
Taking an inventory of the company’s current human resources
Forecasting demand for human resources
Forecasting the supply of HR from within the organization and in the external labor market

What is
Human
Resource
Planning?

Advantages in using the elements of Human Resource Planning
Process of projecting the organization’s future HR needs (demand) and how it will meet those needs (supply) under a given set of assumptions about the organization’s policies and the environmental conditions in which it operates.
Without forecasting cannot assess the disparity between supply and demand nor how effective an HR program is in reducing the disparity
1. A company can be better assisted
in attaining its goals and objectives

2. Helps the company determine its manpower
needs and provides a method of meeting them.

3. It can be an effective means of planning the development and growth of the employees.

4. It can assist in placing the employees properly in jobs where they can maximize the use of their skills and potentials

5. It can assist the company to attract and retain better qualified employees.

- Also known as manpower planning



- Process of analyzing an organization’s human resource needs under changing conditions and developing activities necessary to satisfy these needs


- It is a dynamic management process of insuring that at all times a company or its unit has in its employ the right number of people, with the right skills and assigned to the right jobs where they can contribute most effectively to the productivity and profitability of the company

By: Amistoso, Verginia
Linsey, Mary Ann


Human Resource Planning
Example of Basic Human Resource Planning Model
Organizational
Objectives
Human Resource
Requirements
Human Resource
Programs
Feasibility
Analysis
1
2
3
4
5
HRP Model Cont
.
Operational Human Resource Planning
-Steps 2,3 and 4

Ensure HRP programs are coordinated and allows
the organization to meet its human resource requirements.
Example of Basic Human Resource Planning Model
Open new
product line

Open new
factory and
distribution
system

Develop new
objectives and
plans
Develop staffing
for new installation

Production Workers
Supervisors
Technical Staff
Other Managers
Recruit skilled
workers

Develop technical
training programs

Transfer managers
from other facilities

Recruiting and
training programs
feasible

Transfers infeasible
because of lack
of managers with
right skills

Too costly to hire
from outside
Recruit managers
from outside
1
2
3
4
5
6
Capable of being done
-Requires knowledge of programs, how programs fit
together and external environmental constraints
(e.g., labor force, labor unions, technology created skill shortages)
and internal environmental constraints (skill shortages within
the organization, financial resources, managerial attitudes, culture)
Do the benefits outweigh the costs
Difficulty in quantifying costs and benefits
Determine Feasibility Links 3 & 4
If no feasible HR program can be devised, the organization must revise strategic plans.

Link 5: Revise Organizational Objectives and Strategies

How many people need to be working and in what jobs to implement organizational strategies and attain organizational objectives.
Involves forecasting HR needs based on organizational objectives
Involves consideration of alternative ways of organizing jobs (job design, organizational design or staffing jobs)
Example - Peak production could be handled by temporary workers or assigning overtime. Machine breakdowns assigned to maintenance department or handled by machine operators
Link 1: Determine Demand
(labor requirements
)
Choose HRM programs (supply)

Involves forecasting or predicting effect of
various HR programs on employee flowing
into, through and out various job classifications.

First determine how well existing programs are doing then forecast what additional programs
or combination of programs will do

Need to know capabilities of various programs and program combinations.

Link 2: Determine HR Supply
(availability)
Done to guide and coordinate all HR activities so they work together to support the overall strategy
Responsive to internal and external environment
Planning - done in advance
Strategic - linked with higher level planning

HRP should be:
Human Resource Forecasting
Determine organizational
objectives
Demand forecast for each objective
Aggregate demand
forecast

Does
aggregate
supply meet
aggregate
demand?
Choose human resource
programs
Internal programs
Promotion
Transfer
Career Planning
Training
Turnover Control
External programs
Recruiting
External Selection
Executive exchange
Internal supply forecast
External supply forecast
Aggregate supply forecast
Go to feasibility analysis steps
Demand Forecasting
Supply Forecasting
NO
YES
FORECASTING AS A PART OF HRP
Organizational features (e.g., staffing capabilities)
Productivity - rates of productivity, productivity changes
Rates of promotion, demotion, transfer and turnover

Internal Supply Forecasting Informtion
External labor market factors (retirements, mobility, education, unemployment)
Controllable company factors on external factors (entry-level openings, recruiting, compensation)

External Supply Forecasting Information
Organizational and unit strategic plans
Size of organization
Staff and Managerial Support
Organizational design

Demand Forecasting Information
An internal supply analysis is done with:
1. Staffing tables/manning charts - which are pictorial representations of all
organizational jobs, along with the numbers of employees currently occupying those jobs and future employment requirements.

2. Markov analysis - which shows the percentage (and actual number) of employees who remain in each job from one year to the next, thus keeping track of the pattern of employee movements through various jobs. Thus this analysis results in a composite matrix of supply.

3. Skill inventories - that list each employee's education, past work experience, etc.


4. Replacement chart - that helps us derive the profile of job holders, department-wise and reveals those who could be used as replacements whenever the need arises.
Approaches to Human Resource Planning
A. Quantitative
- The focus is on forecasting human resource shortages, surpluses and career blockages; its aim is to reconcile the supply and demand for human resources in the light of the organization’s objectives.

B. Qualitative
- The focus is on evaluation of employee performance and promotability as well as management and career development
HRP Model
Strategic Human Resource Planning
-Links 1 & 5: HR objectives are linked to organizational objectives and planning
Designed to insure consistency between organization's strategic planning process and HRP.
-So objectives of strategic plan are feasible and
-HR programs are designed around what organizational objectives and strategies require in terms of human resource goals
Full transcript