Hrm final presentation

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  • 1. Submitted to Ms. Fatima Ashraf Presented by : Ameer Hamza Zeeshan Ali Khan Muhammad Umer Yaqoob Sayed Adeel Hussain Shah Imran Ghaznavi
  • 2.  HR planning is much more then efficient recruitment and replacement of employees.  It is to have “the right number and kind of people in the right place, at the right time, doing things for which they are economically most useful”. Crane (1974) REFERENCE: HUMAN RESOURCE MANAGEMENT: THE STRATEGIC PERSPECTIVE
  • 3. What is Human Resource Management? Human Resource Management is to help companies best meet the needs of their employees while promoting company goals.  It deals with any aspects of a business that affects employees, such as hiring and firing, pay, benefits, training, and administration. 
  • 4. What is HR Planning ?  Human resource planning compares the present state of the organization with its goals for the future  Then identifies what changes it must make in its human resources to meet those goals
  • 5. OBJECTIVES OF THE HUMAN RESOURCES PLANNING 1. To ensure optimum use of human resources current employees.  2. To assess or forecast future skill requirement.  3. To provide control measures to ensure that necessary resources are available as when required. 
  • 6. Levels of HR Planning  International Level  National Level  Occupational and Industry Level  Organizational and Enterprise level
  • 7. Levels of HR Planning International level  Policies to encourage migration  Programs for the international recognition of occupational or professional qualifications  Agreements that allow people to work in foreign countries
  • 8. Levels Of HR Planning National level  Monitoring labour markets and employment patterns  Reviewing education and training policies  Providing employment and training advice and assistance
  • 9. Levels Of HR Planning Industry and occupation level      Professional societies(PMDC, ICAP, ICMA, APNS) Industry Associations (FPCCI, PBC, ABC) Involvement in planning and providing education and training for potential members(In collaboration donor Agencies) Regulation of entry (Through Memberships) Monitor and control standards of performance and behavior of members
  • 10. Levels Of HR Planning Organization or enterprise level Acquiring human resources  Developing human resources  Managing and motivating human resources 
  • 11. Overview of HR Planning Process Review Organizational HR plans Accessing internal and External Workforce • External Conditions and Influences • Internal Workforce capabilities Compile HR Planning Forecast • Demand for Human resources • Supplies for human resources Develop HR Staffing Plans and Actions • Employee retention and turnover utilization • Recruiting sources and means • Selection process and Actions
  • 12. Human Resource Planning: Organizational Level Evaluating current human resources  Accessing future human resources needs  Developing a program to meet future needs 
  • 13. Evaluating Current HRP Based on two Factors  Internal Factors  External Factors
  • 14. Evaluating Current HRP Internal Factors  Human resource inventory (Employee Profile)  Name, education, training, prior employment, languages spoken, special capabilities, and specialized skills  Job analysis- consists of four elements Worker activities Tools and equipment used in the job The context in which the job is performed The personnel requirements -Job description -Job specification 1. 2. 3. 4.
  • 15. Evaluating Current HRP External Factors  Economic Factors - Change in productivity levels, Interest rates economic growth, consumer prices, Inflation and Unemployment rates will effect the HR Planning  Competitive Evaluations - Evaluating the workforce of Competitors.
  • 16. HR Planning Functions  The HR planning mainly consists of Two components: Job Analysis 2. Forecasting Demands and Supplies 1.
  • 17. Job Analysis:  Job analysis is the process of obtaining information about jobs through a systematic examination of job content.
  • 18. Purpose of Job Analysis The information coming through job analysis is helpful in:  Work activities and behaviors  Interactions with others  Performance standards  Financial and Budgeting Impacts  Working conditions  Knowledge, Skill and Abilities
  • 19. Job analysis perspective Methods 2. Sources of data 3. Conduct By 1.
  • 20. Methods Questionnaires  Interviews  Observations  Focus groups 
  • 21. Sources of Data Employees  Supervisors  Managers  Job Analysts 
  • 22. Conduct By Job Analysts (HR)  Outside Consultants  Supervisors and Managers 
  • 23. HR FORECASTING Forecasting is considering the future needs of organization. One of the most useful outcomes of this phase is the identification of potential problems or issues facing the organization.  Forecasting will be based on the data collected from the information sources in the analyzing phase.  The outcome will help in developing the future strategies. 
  • 24. HR Forecasting Process Forecast of HR Demand -- Forecast of HR Supplies Forecast of HR Surplus or Shortage Getting Goals and Strategic Planning Program Implementation and Evaluation
  • 25. Forecasting a future HR plan 1. Developing Future HR strategies 2. Documenting the Strategic HR plans 3. Implementing the Strategic HR plans
  • 26. A. Developing future HR Strategies HR strategies to meet the organization‟s future needs. 1. Restructuring Strategies 2. Training and Development Strategies 3. Recruitment Strategies 4. Outsourcing Strategies 5. Collaboration Strategies
  • 27. 1.Restructuring Strategy Reducing Staff by Termination/Resignation.  Regrouping task to create well Designed jobs  Recognizing work units to be more efficient 
  • 28. 2:Training and Development Strategies Providing staff with Trainings to take on new roles  Providing current staff with development opportunities to prepare them for future jobs in Organization 
  • 29. 3. Recruitment strategies Recruiting new staff with the skill and abilities that the organization will need in the future.  Considering all the available options for strategically promoting job openings and encouraging suitable candidates to apply 
  • 30. 4. Outsourcing strategy  Using external individuals or organizations to complete some tasks
  • 31. 5. Collaboration Strategy Working together to influence the type of courses offered by educational institutes  Working with other organizations to prepare future leaders by sharing in the development of promising individuals  Sharing the costs of training for groups of employees 
  • 32. Documenting the strategic HR plan  Documentation of strategies
  • 33. Implementing The HR Strategies The process of implementing the Strategic plans include: 1. Agreement with the plan 2. Communication 3. Legislation and mandates 4. Organizational needs 5. Evaluation 
  • 34. Human Resource Planning Benefits A systematic and integrated approach to HR policies and programs  An improved framework for communicating clearly defined goals and strategies  Improved employee relations and higher productivity  Greater security and stability of employment  Lower turnover  Improved succession planning  Improved competitiveness and „survivability‟ 
  • 35. Challenges of Human Resource Planning Continuing competitive pressures to develop new or different markets, products and services  Greater demand for better services at lower costs  Introduction of new technologies  Restructuring and relocations  Changes in work systems and methods  Changing attitudes among various groups in the workforce 
  • 36. Conclusion Human resource planning begins with a forecast of the number and types of employees needed to achieve the organization‟s objectives.  Planning also involves job analysis, which consists of the preparation of job descriptions and job specifications.  Of particular concern for today‟s executives is the growing body of laws regulating the human resource management process 
  • 37. Thank you for your patience