Human resource planning
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  • 1. DefinitionSave to FavoritesSee Examples The process that links the human resource needs of an organization to its strategic plan to ensure that staffing is sufficient, qualified, and competent enough to achieve the organization's objectives. HR planning is becoming a vital organizational element for maintaining a competitive advantage and reducing employee turnover. 1. HUMAN RESOURCE PLANNING- Is a dynamic management process of ensuring that all times a company or its units has in its employ the right number of people with the right skills, assigned to the right jobs where they can contribute effectively to the productivity and profitability of the company. HR PLANNING,RECRUITMENT,SELECTION ANDPLACEMENT NEDIE SAYAT-DAYAO 2. HUMAN RESOURCE PLANNING- Isa dynamic management process of ensuring that all times a company or its units has in its employ the right number of people with the right skills, assigned to the right jobs where they can contribute effectively to the productivity and profitability of the company. 3. ELEMENTS OF HUMAN RESOURCEPLANNING Organizational Planning Selection and Placement Training Development Motivation of Employees 4. ASPECTS OF HUMAN RESOURCESPLANNING Systematic forecasting of manpower needs Performance Management Career Management Management Development
  • 2. 5. ADVANTAGES IN USING THE ELEMENTS OFHUMAN RESOURCE PLANNING Through a systematic planning of human resource, a company can be better assisted in attaining its goals and objectives. It helps the company determine its manpower needs and provides a method for meeting them. It can be an effective means of planning the development and growth of employees. It can assist in placing the employees properly in jobs where they can maximize the use of their skills and potentials. It can assist the company in attracting and retaining better-qualified employees. 6. FIVE STEPS IN HUMAN RESOURCEPLANNING1. DETERMINING WORKLOAD- determining the business objectives of the company and analyzing their impact on each department operational function. FACTOR a. business development and assumptions b. corporate planning c. economic forecasts d. changes in plans and products e. new product lines f. mergers and consolidations g. other trends 7. 2. STUDY OF JOBS IN THE COMPANY.- job description and job specification3. FORECASTING HUMAN RESOURCE NEEDS. How many specialists, professionals or executives are needed? What is the level of each? What kind of specialization should each have? What level of expertise is required? What other
  • 3. production personnel are necessary and how many for each category? 8. 4. INVENTORY OF MANPOWER- inventory (audit) of available current manpower.5. IMPROVEMENT PLAN- to tailor the implementation and improvement plans to meet the objectives of corporation or department. 9. IMPORTANCE OF A WELLORGANIZED SELECTION PROGRAM The main objectives of good employees selection is to acquire people who possess the ability and competence to accomplish successfully the duties and responsibility of the job to be filled and the potential to grow with the company. Finding the right man for a job and finding the right job for a man who is available are essential to sound employee selection and placement. 10. - SELECTION- Implies the choice of the one best- qualified individual from among a number of available qualified candidates.- SELECTION RATIO- There should be relatively large number of candidates from which the final selectees are chosen. The ideal ratio is at least four or five candidates for each person finally selected. 11. REASON FOR PROPER SELECTION OFEMPLOYEES Company objectives are better achieved by workers who have been properly selected. An incompetent worker is a liability to the company. Personnel requirement vary from job to job. People have
  • 4. varying degrees of intelligence, aptitudes and abilities. Labor laws protect employees, making it difficult to fire incompetent and problem employees. Individuals have different interest, goals and objectives in life. Careless hiring is costly and can cause problems to the company, especially to the supervisors and managers who have to deal with the workers. 12. AN INCOMPETENT WORKER IS ALIABILITY TO THE COMPANY Longer job training and need for closer supervision Wasted materials or damaged tools and machines because of negligence, carelessness or incompetence Longer time for completion of an assignment and poorer quality of finished product Wages and fringe benefits paid by the company as a result of accidents in line of duty due to the employee’s carelessness, inattention to his work, or failure to follow safety rules. 13. Customer dissatisfaction due to low quality of work, unsatisfactory or unpleasant associations with the incompetent worker, resulting in loss of patronage. Low employee morale and inefficiency. Problems of employee turnover, discipline. Grievances and even court litigation and above all the tension and strained relations with the supervisor and management who must deal with him. 14. DIFFICULTY IN FIRING INCOMPETENTAND PROBLEM EMPLOYEESThe Labor Code of the
  • 5. Philippinesas Amended and its ImplementingRules and Regulation protectsemployees against arbitrarytermination of employee andemployers may not just dismiss anemployee or abolish a job as theyplease. 15. RESPONSIBILITY FOR RECRUITMENT,SELECTION SND HIRING OF EMPLOYEES In small firms, this task is often done exclusively by the owner of the enterprise, the superintendent or the manager. In large forms, is to assign the job of selecting and hiring employees to an employment office or personnel staff who assist the line supervisor or department head in this task, following well- established procedure of selection. 16. INSTALLING A PROGRAM FORRECRUITMENT, SELECTION AND HIRING Recognition of the need by management. Selling the program Communicating the program. Responsibility for recruitment, selection and hiring. Forms and records. Labor Codes of the Philippines. Selection of employees from within or outside the company. Job analysis. Job description and specification Employment test and interviews 17. Checking of references, police records, and clearances. Prior registration with SSS Number, Medicare and BIR for assignment of TIN. Physical Examinations Introducing, inducting and orienting the new employee to his job and the company. Probationary
  • 6. period of new employees. Compensation and fringe benefits of the new employee Performance follow-up Periodic check-up of the program Validation studies. 18. PROCEDURE IN RECRUITMENT, SELECTIONAND HIRING1. Study the different jobs in the company, job description and specification. The first requirement of the selection process is knowing what kind of man the job needs. a. exact nature of the job to be filled b. primary duties and responsibility c. steps taken to perform those duties and responsibility d. tools and equipment used e. working conditions under which the specific job is performed f. amount of authority delegated to job incumbent g. supervision involved in the job h. requirement of the job such as education, skill and physical demand j. environment of the job 19. 2. Requisition of a new employee - To inform the employment office about the existence of a vacancy to be filled, the supervisor or the department head concern should accomplish a formal requisition form3. Recruit qualified applicants. Recruitment is the process by which prospective applicants are attracted to apply to the company in order that their qualifications for present and anticipated vacancies can be evaluated through sound screening and selection process. 20. 4. Sight-screen applicants Basis of rapid appraisal: age; height; years of experience, physical condition,
  • 7. educational attainment.5. Have application form filled out. Screening is the process by which the applicants are interviewed and classified into two categories: those be given examination and further interviews and those should not be considered at all. 21. IMPORTANCE OF APPLICATION FORM As a guide when interviewing the applicant As a basis for eliminating applicants with unfavorable personal data. For matching the qualifications of the applicant with the job requirements. For checking on the applicant’s school records, references and former employers. As a part of the employee’s permanent record and for communicating with the employee or his family. 22. 6. Select those who will undergo testing. Tests are given to supplement the interviews and to determine the applicant’s abilities, which cannot be gauged through interviews. Tests are needed to discover mental ability, aptitude, proficiencies, potential ability, skills and knowledge of an applicant. 23. EMPLOYMENT TEST OFTEN USED INCHOOSING APPLICANTS Mental alertness Test Clerical Aptitude Test Shop Arithmetic Test Mechanical Aptitude Tests Space Relations Tests Proficiency, Trade or Achievement Tests Vocational Interest Tests Dexterity and Manipulation Tests Personality Test
  • 8. 24. 7. Check the applicant’s work experiences, school records and personal references. The application forms of those who pass the examination are separated and the information in them checked for veracity.8. Interview Objectives of interview: to find out how well-qualified applicant is for the vacancy to give the applicant the information he needs to decide whether or not he will take the job if offered to him to create goodwill for the company 25. TYPES OF INTERVIEW Directive Interview Non- directive interview Group Interview Team method 26. 9. Match the applicant with the job. This steps involves matching the qualification of the applicant against the requirements of the job s indicated in the job description and job specification.Danger Signals: a. stability of the job b. job-hopping or frequent changing of jobs c. bad habits d. his associates or gang e. financial habits f. environmental factors and external factors g. absenteeism prone; accident-prone h. tardiness i. physical handicaps 27. 10. Do the final selection of the best qualified. Employment involves three decisions: a. Management’s decision as to which of the applicants would best fit the job and therefore may be hired. b. The applicant’s decision as to whether or not the job is the right one for him after the supervisor has discussed the job duties. c.
  • 9. The supervisor must decide if the applicant is the right person who can work with in his team. 28. 11. Have applicants undertake physical examinations and secure security clearances. The selected applicant is required to pass a physical examination and also to get the Police and NBI Clearance.12. Hire the chosen candidate. a. Hiring papers are prepared. b. The company official responsible for confirming appointments makes the final approval. c. The employment contract is signed by the applicant. d. The permanent personnel records such as SSS, TIN, Medicare form and other forms required by the office are accomplished. e. The payroll section and the department where the new employee will work are notified of his having been hired. 29. FOLLOW UP ON PLACEMENT When a new employee is placed on the job, his work should be followed up to ensure that this progress is not being hampered by certain problems affecting him or his job. The check also serves to measure the effectiveness of the selection and placement procedure. The final appraisal may be made before deciding whether or not to change the employee’s status probationary or temporary to regular.