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Human Resources Planning

Human Resources Planning. Strategic Planning. The process by which top management determines overall organizational purposes and objectives and how they are to be achieved. 7. Human Resource Planning.

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Human Resources Planning

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  1. HumanResources Planning

  2. StrategicPlanning The process by which top management determines overall organizational purposes and objectives and how they are to be achieved 7

  3. Human ResourcePlanning The process of systematically reviewing HR requirements to ensure that the required number of employees, withthe required skills, are available when they areneeded 8

  4. ExternalEnvironment InternalEnvironment Human Resource PlanningProcess StrategicPlanning Human ResourcePlanning Forecasting Human Resource Requirements Forecasting HumanResource Availability Comparing Requirements andAvailability Demand= Supply Surplus of Workers Shortageof Workers Restricted Hiring, Reduced Hours, Early Retirement, Layoff,Downsizing Recruitment NoAction Selection 9

  5. Factors Affecting Human Resource Plan External Factors Government Policies Level of Economic Development Business Environment Level of Technology International Factors Outsourcing

  6. Factors Affecting Human Resource Plan Internal Factors Company policies and strategies Human Resource Policies Type and quality of information Company’s Production Operations Policy Trade Unions

  7. HRP process • Analyzing organizational plans & objectives • Analyzing objectives of HRP • Forecasting demand for human resources.. • Management judgment • Work study method • Ratio-trend analysis • Delphi technique • Flow models • Mathematical models

  8. Forecasting supply of human resources • Matching demand & supply • Monitoring & control

  9. Forecasting methods Managerial judgement : This technique is very simple. In this managers sit together, discuses and arrive at a figure which would be the future demand for labour. The technique may involve a “bottom-up” or a “top-down” approach. In the first, line managers submit their department proposals to top managers who arrive at the company forecasts. These forecasts are reviewed with departmental heads and agreed upon. Neither of these approaches is accurate- a combination of the two could yield positive results.

  10. Ratio-trend Analysis : This is the quickest forecasting technique. The technique involves studying past ratios, say, between the number of workers and sales in an organization and forecasting future rations, making some allowance for changes in the organization or its methods. Work-study techniques: Work-study techniques can be used when it is possible to apply work measurement to calculate the length of operations and amount of labour required.

  11. HR ForecastingTechniques • Zero-based forecasting – uses current level as starting point for determining futurestaffing needs • Bottom-up approach – each level of organization,starting with lowest, forecasts its requirements to provide aggregate of employment needs 10

  12. HR Forecasting Techniques(Continued) • Mathematical models –Assist in forecasting. Relationship between sales demand and number of employees needed is positiveone. • Simulation – technique with experimenting with real-world situation through a mathematicalmodel 11

  13. The Relationship of SalesVolume to Number of Employees Number of Employees 500 400 300 200 100 3040 Sales(thousands) 0 10 20 50 60 12

  14. Delphi Technique The Delphi method is a forecasting process framework based on the results of several rounds of questionnaires sent to a panel of experts. Several rounds of questionnaires are sent out, and the anonymous responses are aggregated and shared with the group after each round. The experts are allowed to adjust their answers in subsequent rounds. Since multiple rounds of questions are asked and the panel is told what the group thinks as a whole, the Delphi method seeks to reach the correct response through consensus.

  15. Forecasting HRAvailability • Determining whether the firm will be able to secure employees with the necessary skills, and from what sources these individualsmay beobtained • Show whether the needed employees may be obtained from within the company, from outside the organization, or from a combination of the twosources 14

  16. Surplus ofEmployees • Restricted hiring – employees who leave are notreplaced • Reducedhours • Earlyretirement • Layoffs 15

  17. Shortage of WorkersForecasted • Creativerecruiting • Compensation incentives –premium pay is onemethod • Training programs – prepare previously unemployable people forpositions • Different selection standards – alter currentcriteria 16

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