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Human Resources Planning

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Human Resources Planning

  1. 1. 1
  2. 2. Introduction Human resource planning is the critical initial step in getting the right people in the right place at the right time. It links HR management to strategic paln of organization. Without accurate human resource planning, the organization may not be in a position to compete in the market place.
  3. 3. Introduction A good human resource plan will allow you to make management decisions to support the future direction of the organization. Effective HR planning will also save the organization unnecessary costs. HR planning, in reality is a process of honest self-assessment that clearly identifies what are the strengths and weaknesses of the firm’s workforce.
  4. 4. How many people will be needed for the organization to meet its objectives? What jobs will these people need to fill? What knowledge, skills, abilities will new hires be required to have? Can new workers be transferred or promoted from within the firm or do they need to be hired from outside? What type of training is required for workers to acquire the knowledge, skills and abilities that are needed? How will the process alter the career plans of existing employees or potential candidates?
  5. 5. Human Resource Planning Process
  6. 6. Analyzing To analyze the environmental factors that impact on firm’s labor demand.
  7. 7. Analyzing How many staff do we have? How are they distributed? What is the age profile? How many will leave by resignation or retirement? What are the present of the present workforce? What new skills will be required? If there is need to recruit How good is the supply? What skills are required?
  8. 8. Forecasting is a science and less than art. But it is not an exact science.
  9. 9. Forecasting Techniques Statistical Method -Historical or past data are used to examine past levels of productivity index.  Delphi technique: Judgemental Method -future staffing needs based on past experience -made by top level management or middle level and lower level together  Delphi technique: -panel of experts -each expert independently estimates future demand -a mediator presents each expert’s forecast to the others -experts can revise their comments -process continues till agreement between all experts
  10. 10. Determining the Future Demand Forecast of labor demand revolve around identifying job categories and/or types of skills currently existing and needed in the future. Once identified, data will be gathered based on the over all organization plan to predict whether those types of job categories or needed skills will remain constant, or will increase or decrease
  11. 11. Internal Supply Consideration Resignation can be due to: - Accepting a job - Poor health - Migrating abroad - Accepting a voluntary retrenchment - Relocating to another place. Dismissal can be due to: - Misconduct} - Forcible resignation due to poor performance. - Authorize causes inder the law such as retrenchment due to losses or to avoid losses, automation, retirement.
  12. 12. Formulas -Common Formula Number of staff leaving in a year ——————————————————- x 100 Average number employed in a year -Stability Index Number of each employees with one year service at December 31 ———————————————————x 100 Number of employed one year ago
  13. 13. Assessment of the Internal Labor Supply After having determined the human resource demand, you would now look at the supply side. If in the forecast of your demand, you foresee an excess of your present man power, then you will have to plan to downsize your staff at the appropriate time by way of normal attrition, voluntary or compulsory retrenchment.
  14. 14. Employing Temporary Workers Outsourcing of employees is a common practice. It affords firms the flexibility needed to operate efficiently in the face of the swings in the demand for goods and services. It also frees the organization from administrative tasks and financial burden of including them in the company’s pay roll. Aside from savings on cost benefits, there is the ease of terminating their services when they are no longer needed by the company.
  15. 15. Management Succession Planning
  16. 16. Implementing and Evalution of the HR Plan

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