The document discusses human resource supply forecasting and management. It explains that human resource supply forecasting estimates the availability of human resources to meet demand. Supply comes from internal sources like transfers and promotions or external sources like new recruitment which depends on factors like education levels and economic growth. The document also discusses skills inventories and management inventories which track employee skills and assess managers. Finally, it outlines ways to anticipate and address changes in personnel like recruiting externally, encouraging delayed retirement, or transferring employees.

1. Prepared by: IRVING S. AMBRONA

2. Human Resource supply forecasting is the
process of estimating availability of
human resource followed after demand for
testing of human resource.

3. Internal supply of human resource available
by way of transfers, promotions, retired
employees & recall of laid-off employees, etc.
Source of external supply of human resource is
availability of labour force in the market and
new recruitment.

4. External supply of human resource
indicates the availability of manpower
Supply and demand of jobs.
External supply of human resource depends on
some factors
literacy rate of nation
rate of population
industry and expected growth rate and level
technological development.
compensation system based on
education, experience, skill and age.

5. SKILLS INVENTORY
MANAGEMENT INVENTORY
ANTICIPATING CHANGES IN PERSONNEL

6.  Is a lists of the names, certain characteristics
and the skills of the people working for the
organization. It may be done manually or
with the aid of computers
 It provides very important input in
planning for training, management
development, promotion, transfer and other
personnel activities

7.  Is a specialized expanded form of skills
inventory for an organization’s current
management team
 It contains brief assessments of the
manager’s past performance, strenghts
and weaknesses, and his potential for
promotion to a higher position

8.  The organization is confronted with
changes in the environment and these
include those involving personnel
 To minimize, if not totally eliminate such
difficulties, the HR planner must install
some means to anticipate any changes in
personnel When changes are correctly
anticipated proper adjustment can be
change

10.  RECRUITMENT FROM EXTERNAL SOURCES
 ENCOURAGING RETIRABLE EMPLOYEES TO
POSTPONE RETIREMENT
 REHIRING RETIRED EMPLOYEES
 INTRODUCING REMEDIES TO REDUCE EMPLOYEE
TURNOVER
 SUBCONTRACTING
 HIRING TEMPORAY WORKERS

11.  ADOPT ATTRITION AS A POLICY
 OFFER EARLY RETIREMENT INCENTIVES
 TRANSFER SOME EMPLOYEES FROM UNITS WITH
MANPOWER SURPLUS TO UNITS WITH
MANPOWER SHORTAGE
 SCHEDULE EMPLOYEES FOR TRAINING SLACK
PERIOD
 LAY OFF EXCESS EMPLOYEES

12. STEPS
1. Categorize managerial job according to priority
so proper attention could be directed where it is
needed.
2. Identify candidates with high promoted
3. Plan development activities for candidates
4. Identify viable near-term replacements for
important positions