The document discusses forecasting demand and supply for personnel in a school district, focusing on factors affecting future staffing needs and the availability of candidates for promotion. It highlights a systematic human resource audit to assess internal qualifications and outlines the promotion potential of various administrative roles. Additionally, it emphasizes the importance of identifying staff readiness for advancement and training needs to address future staffing challenges.

1. Forecasting Demand and Supply
Forecasting demand in a school district involves determining future
personnel needs based on factors such as student enrollments,
budget constraints, turnover, new technology, service quality
upgrades, and minority hiring goals. The demand for the
organization's product or service is paramount.
Forecasting supply in a school involves determining the availability of
personnel from internal and external sources. Factors considered
include promotions, training, labor market availability, competition,
population trends, and college enrollment trends in the required field.
A human resource audit is a systematic inventory of existing
personnel qualifications, used to monitor internal sources of
employees to fill projected vacancies within an organization.

2.  Figure 15-2 shows, the superintendent can see where she stands with
respect to future staff actions . The superintendent's successor is
probably the assistant superintendent for instruction. This person has a
successor, the director of elementary education, ready for promotion.
Subordinates to the director of elementary education are two principals
who are promotable now, three who will be ready for promotion in one
or two years, two who are not promotable, and one who should be
dismissed.

3.  The other subordinate to the assistant superintendent of
instruction, the director of secondary education, is satisfactory but
not promotable. That person has two principals who are
promotable now, one who will be promotable with further training,
and one who is satisfactory but not promotable.
 The assistant superintendent of business requires further training
before being ready for promotion. Here is a person who knows the
job of business management extremely well but lacks training in
other aspects of the superintendency, such as curriculum
development, personnel administration, public relations. Some of
the accountants reporting to the assistant superintendent of
business are promotable now, while others either are non
promotable or require additional training before being ready for
promotion .

4.  The assistant superintendent of personnel, while occupying a very
specialized function, is promotable now. Subordinates to that person
occupy such specialized jobs that, although performing these roles
satisfactorily, they require additional training before being ready for
promotion to assistant superintendent of personnel.
 The assistant superintendent of research and development was a newly
created position in this hypothetical school district. Because of the
specialized nature of the position, that person requires considerable
training before being ready for promotion. Subordinates to that position
are designated similarly.
 Figure 15-2 provides valuable insights for school administrators,
identifying future needs, potential, and weaknesses in administrative staff.
This data aids in immediate promotions, training, and dismissal, and
staffing specialists analyze labor markets for vacancies.

5. Thankyou for listening 
Reporter: Brien Jhon D. Bisnar