HR Information System & HR Planning

1. HR Information System&HR Planning

2. Functional area uses for IS

3. IS supporting the functional areas

4. Hris model HR Information is required to make decisions about all HRM functions

5. Reasons for growth • People need to analyze large amounts of data • People must make decisions quickly • People must apply sophisticated analysis techniques, such as modeling and forecasting, to make good decisions.

6. Challenges for hris • Security: Hard to Keep confidential information within the HR department • High Setup Cost: High costs involved in purchasing the technology and training the employees to use it • Measure of Performance: There is no mechanism to measure the benefits of HRIS implementation • Assessing Accuracy: Difficult to analyse the quality of the information • Missing Human touch: human touch is more preferrable than computer processing

7. HRIS in Nepali enterprises

8. Findings summarized: Bal, et al, 2012

9. It is a process of deciding what positions the firm will have to fill, and how to fill them. Need for HRP To assess the future supplies of and demands for Hr. To ensure that HR is available byproviding the information and data on when, where, and how many employees need to be recruited. To match supplies and demands with the achievement of the organization’s future goals. Human Resource Planning

10. Environmental Scanning (internal & external) Labour demand Analysis Labour Supply Analysis Gap Analysis Action Plan Steps in HRP

11. Identifying sources of strength, weakness, threats and opportunities for making HR decisions Understanding labour market Step 1: Environment Scanning

12. Step 2: Labour Demand Forecasting Estimates the number of people required in future and their capacity. To forecast personnel needs: • Project the demand for the product or service • Project sales and revenues • Plan the volume of production or activity level to meet the planned sales, revenue or activity requirements • Estimate the size of the staff required to achieve it

13. Staffing plans also must reflect: Projected turnover of staff Quality and skills of employees in relation to the changing needs of the organization Strategic decisions (eg. upgrade quality, enhance productivity, enter into new markets) Technological and other changes resulting in increased productivity Financial resources How to forecast personnel needs?

14. Qualitative Approach Delphi method Nominal Group Technique Quantitative Approach Trend analysis Regression analysis Markov analysis HR Forecasting Methods

15. Internal supply forecasts Information on personnel maintained in HRIS Qualification inventories Personnel inventory & development External supply forecasts Monitoring general economic conditions Local market conditions Occupational market conditions Step 3: Labour Supply Forecasting

16. To determine future shortages or surpluses and matching the demand & supply Additional staff will be needed to meet the shortage Retrenchment will be needed for surplus staff Step 4: Gap Analysis

17. Preparation to deal with shortages and surpluses of HR: Recruitment plan Training and Development plan Retention plan Promotion plan Transfer plan Succession plan Redeployment plan Outsourcing plan Step 5: Action Plan

18. Analysis is in its infancy Fire-fighting tendencies Knowledge base (ad-hoc, guess work) Short term planning Overstaffing (govt. & public organizations) Nepotism/ favouritism (private org.) HRP in Nepal

19. HRP in Nepali enterprises