Human resource planning (HRP) involves forecasting future human resource needs and developing plans to meet those needs. The HRP process includes forecasting demand and supply of human resources, analyzing gaps between the two, and formulating HR plans to address gaps. Key aspects of the HRP process include using forecasting techniques like trend analysis and workload analysis to estimate future demand, and tools like skills inventories and replacement charts to assess internal and external labor supply. The goal of HRP is to ensure the organization has the right number and type of employees to execute business strategies.
HR Metrics Consulting provides non-traditional HR solutions to optimize employees as well as organizational performance. It is pioneer in introducing evidence based management frameworks for workforce management in Pakistan and its indigenously developed programs have been approved by Human Resource Certification Institute USA www.hrci.org for continuous professional development and recertification of HR professionals worldwide. This is an unprecedented honor for an HR consulting firm in the history of Pakistan.
HR Metrics Consulting provides non-traditional HR solutions to optimize employees as well as organizational performance. It is pioneer in introducing evidence based management frameworks for workforce management in Pakistan and its indigenously developed programs have been approved by Human Resource Certification Institute USA www.hrci.org for continuous professional development and recertification of HR professionals worldwide. This is an unprecedented honor for an HR consulting firm in the history of Pakistan.
Anything HR Solutions (HR Planning)
MEANING AND DEFINITION
In simple words, HRP is understood as the process of forecasting an organization's future demand for, and supply of, the right type of people in the right number.
After this only the HRM department can initiate the recruitment and selection process
Its called by manpower planning, personal planning or employment planning
HR Scorecard
Assessing HR Program, engagement and Turnover, Finding money in Analytics, Linking HR Data to operational performance, HR Data and stock performance. Creating HR Scorecard, develop an HR measurement system, guidelines for implementing a HR Scorecard.
A company is only as good as its workforce. A company does not generate ideas, does not give service, and by itself is neither efficient nor productive. People make all of those things happen. In that sense, employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. At Sage, we call that the Return On Employee Investment or ROEI.
These are not easy times for HR managers. Like other executives, they must do more with less. A viable approach to the consequences of an economic downturn is tighter “strategic alignment” of HR processes to the company’s overall competitive strategy. One way that HR managers might adapt to doing more with less is to develop initiatives that designate HR as a strategic partner to revenue-generating business units and to the executive team.
Anything HR Solutions (HR Planning)
MEANING AND DEFINITION
In simple words, HRP is understood as the process of forecasting an organization's future demand for, and supply of, the right type of people in the right number.
After this only the HRM department can initiate the recruitment and selection process
Its called by manpower planning, personal planning or employment planning
HR Scorecard
Assessing HR Program, engagement and Turnover, Finding money in Analytics, Linking HR Data to operational performance, HR Data and stock performance. Creating HR Scorecard, develop an HR measurement system, guidelines for implementing a HR Scorecard.
A company is only as good as its workforce. A company does not generate ideas, does not give service, and by itself is neither efficient nor productive. People make all of those things happen. In that sense, employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. At Sage, we call that the Return On Employee Investment or ROEI.
These are not easy times for HR managers. Like other executives, they must do more with less. A viable approach to the consequences of an economic downturn is tighter “strategic alignment” of HR processes to the company’s overall competitive strategy. One way that HR managers might adapt to doing more with less is to develop initiatives that designate HR as a strategic partner to revenue-generating business units and to the executive team.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
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2. ANNOTATED OUTLINE 5-2 INTRODUCTION HRP offers an accurate estimate of the number of employees required with matching skill requirements to meet organisational objectives. HRP is a forward looking function as human resource estimates are made well in advance. It is, of course, subject to revision. Human Resource Planning
3. 5-3 Human Resource Planning Objective The basic purpose of HRP is to decide what positions the organisation will have to fill and how to fill them. Objectives of human resource planning Forecast personnel requirements Cope with changes Use existing manpower productively Promote employees in a systematic way
4. Importance 5-4 Organisations use HRP to meet future challenges, cut costs, and achieve greater effectiveness Human Resource Planning Importance of human resource planning Create a talent pool Prepare people for future Cope with organisational changes Cut costs Help succession planning
5. 5-5 Human Resource Planning The Process Of HRP The HRP is a four step process: demand forecasting, supply forecasting, estimating manpower gaps and formulating HR plans. The demand for human resources is influenced by several factors Forecasting the demand for human resources External challenges Economic developments Political, legal, social, technological changes Competition Organisational decisions Workforce factors
6. 5-6 Human Resource Planning External Challenges: Liberalisation, privatisation and globalisation (LPG era) have created huge demand for people in software, finance marketing, and manufacturing fields. Organisational Decisions: Decisions such as expansion, diversification, and relocation leading to demand for people possessing requisite skills Workforce Factors: Such as retirement, resignation, and termination etc creating manpower gaps. The Process Of HRP
7. 5-7 Forecasting Techniques HR forecasts are an attempt to find out an organisation's future demand for employees Human Resource Planning Forecasting techniques Expert forecasts Trend analysis Workforce analysis Workload analysis
8. An example of trend analysis 5-8 Human Resource Planning Expert Forecasts: These are based on the judgements of those who possess good knowledge of future human resource needs Trend Analysis: This is based on the assumption that the future is an extrapolation from the past. Human resource needs, as such, can be estimated by examining pas trends. Forecasting techniques 2001-02 Production of Units : 5,000 2002-03 No. of Workers : 100 Ratio : 100:5000 2003-04 Estimated Production : 8,000 No. of Workers required : 8000 × = 160 If supervisors have a span of 20 workers, 8 supervisors are also needed in 2003-04.
9. 5-9 Workforce Analysis: All relevant factors in planning manpower flows in a firm such as transfers, promotions, new recruitments, retirement, resignation, dismissal etc are taken into account while estimating HR needs Human Resource Planning Forecasting techniques Manpower flows in a bank
10. 5-10 Human Resource Planning Workload analysis: Based on the planned output, a firm tires to calculate the number of persons required for various jobs. Forecasting techniques An example of workload analysis Planned output for the year 10,000 pieces Standard hours per piece 3 hours Planned hours required 30,000 hours Productive hours per person per year 1,000 hours (estimated on annual basis) (allowing for absenteeism, turnover, idle time etc.) No. of workers required 30 If span of control in the unit is 10 per officer, then 3 officers are also required.
11. 5-11 Human Resource Planning Supply Forecasting A) Internal labour supply: a manpower inventory in terms of the size and quality of personnel available (their age, sex, education, training, experience, job performance, etc) is usually prepared by HR departments. Several techniques are used while ascertaining the internal supply of manpower (a supply of employees to fill projected vacancies can come from within the firm or from new hires )
12. 5-12 Human Resource Planning Estimated internal labour supply for a given firm
13. 5-13 Human Resource Planning Staffing table: Shows the number of employees in each job, how they are utilised and the future employment needs for each type of job. Marcov analysis: Uses historical information from personnel movements of the internal labour supply to predict what will happen in the future Supply Forecasting
15. 5-15 Skills inventory: It is a summary of the skills and abilities of non managerial employees used in forecasting supply. Human Resource Planning Supply Forecasting
17. 5-17 Human Resource Planning Replacement chart: It is a visual representation of who will replace whom in the event of a job opening. Supply Forecasting
19. 5-19 B) External Labour supply: External hires need to be contacted when suitable internal replacements are not available. A growing number of firms are now using computerised human resource information systems to track the qualifications of hundreds or thousands of employees. HRIS can provide managers with a listing of candidates with required qualifications after scanning the data base. Human Resource Planning Supply Forecasting
20.
21. Manpower Gap Analysis 5-21 Human Resource Planning This is used to reconcile the forecasts of labour demand and supply. This process identifies potential skill shortages or surpluses of employees, skills and jobs Estimating manpower requirements
22.
23. 5-23 Responsibility For Human Resource Planning HRP is a top management job. HR plans are usually made by the HR division in consultation with other corporate heads. Any deviations from the formulated plans and their causes must be looked into, from time to time in order to assess whether the plans require revision or modification. Human Resource Planning
24. 5-24 Limitations Of Human Resource Planning HR professionals are basically confronted with three problems while preparing and administering HR plans: accuracy, inadequate top management support, lopsided focus on quantitative aspects. Human Resource Planning
25. 5-25 Effective Human Resource Planning HR plans must fit in with overall objectives of a firm. They must get consistent support from top management. Computerised human resource information systems must be used for applicant tracking, succession planning, building skills inventories etc. The whole exercise must be carried out in coordination with operating managers. Human Resource Planning