Human resource planning


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Human resource planning - Unitedworld School of Business

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  • Human Resource Management, 5E Human Resource Management, 5E
  • Human resource planning

    1. 1. Human Resource Planning
    2. 2. Factors Affecting HRP • Type and strategy of organization • Organisational growth cycles and planning • Environmental uncertainties • Time horizon • Type and quality of information • Nature of jobs filled • Outsourcing
    3. 3. Factors Affecting HRP Organisationa l Growth Cycle and Planning Type and Strategy of Organisation Time Horizons Type and Quality of Forecasting Information Nature of Jobs being Filled Outsourcing Environmenta l Uncertainties HRP
    4. 4. HRP Process Organisational Activities and Policies HR Supply ForecastHR Needs Forecast HR Programming HRP Implementation Control and Evaluation of Programme Shortage Recruitment Selection, etc Surplus Restricted Hiring Reduced Hours VRS, Layoff, etc Environment
    5. 5. Uses of a Human Resource Information Systems (HRIS) Employee and Labour Relations • Union Negotiation Costing • Auditing Records • Attitude Survey Results • Exit Interview Analysis • Employee Work History HR Planning and Analysis • Organisation Charts • Staffing Projections • Skills Inventories • Turnover Analysis • Absenteeism Analysis • Restructuring Costing • Internal Job Matching • Job Description Tracking Health, Safety and Security • Safety Training • Accident Records • Material Data Records Compensation and Benefits • Pay Structures • Wage/Salary Costing • Flexible Benefit Administration • Vacation Usage • Benefits Usage Analysis HR Development • Employee Training Profiles • Training Needs Assessments • Succession Planning • Career Interests and Experience Staffing • Recruitment Sources • Applicant Tracking • Job Offer Refusal Analysis Equal Employment • Affirmative Action Plan • Applicant Tracking • Workforce Utilisation • Availability Analysis HRIS
    6. 6. Strategic HR Initiatives Strategy HR Initiative Strategies for Managing Shortages Strategies for Managing Surplus • Recruit new permanent employees • Offer incentives to postpone retirement • Re-hire retirees part-time • Attempt to reduce turn-over • Work current staff overtime • Subcontract work to another company • Hire temporary employees • Redesign job process so that fewer employees are needed • Hiring freeze • Do not replace those who leave • Offer VRS schemes • Reduce work hours • Leave of absence • Across the board pay-cuts • Layoffs • Reduce outsourced work • Employee training • Switch to variable pay plan • Expand operators
    7. 7. Forecasting Personnel Needs Trend Analysis Scatter Plotting Forecasting Tools Ratio Analysis
    8. 8. Drawbacks to Traditional Forecasting Techniques • They focus on projections and historical relationships. • They do not consider the impact of strategic initiatives on future staffing levels. • They support compensation plans that reward managers for managing ever-larger staffs. • They “bake in” the idea that staff increases are inevitable. • They validate and institutionalize present planning processes and the usual ways of doing things.
    9. 9. Using Computers to Forecast Personnel Requirements • Computerized Forecasts – Software that estimates future staffing needs by: • Projecting sales, volume of production, and personnel required to maintain different volumes of output. • Forecasting staffing levels for direct labor, indirect staff, and exempt staff. • Creating metrics for direct labor hours and three sales projection scenarios—minimum, maximum, and probable.
    10. 10. FIGURE 5–4 Management Replacement Chart Showing Development Needs of Potential Future Divisional Vice Presidents
    11. 11. Campus Overview 907/A Uvarshad, Gandhinagar Highway, Ahmedabad – 382422. Ahmedabad Kolkata Infinity Benchmark, 10th Floor, Plot G1, Block EP & GP, Sector V, Salt-Lake, Kolkata – 700091. Mumbai Goldline Business Centre Linkway Estate, Next to Chincholi Fire Brigade, Malad (West), Mumbai – 400 064.
    12. 12. Thank You