HRP Demand and supply
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This document discusses human resource planning and forecasting. It defines HRP as determining how an organization will move from its current to desired manpower position. HR forecasting involves projecting future HR needs and how the organization will meet those needs. The document outlines methods for demand forecasting like ratio-trend analysis and factors affecting demand. It also discusses internal and external supply forecasting, and factors influencing each, like productivity and competition for talent. Methods of supply forecasting mentioned include skills inventories and replacement charts. The conclusion reiterates that HR forecasting estimates future demand and supply of human resources in an organization.
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Forecasting HR demand and supply
This document discusses forecasting human resource (HR) supply and demand. It defines HR forecasting as projecting future organizational HR needs and how those needs will be met. Without forecasting, an organization cannot assess differences between supply and demand. The document outlines factors and methods for forecasting internal and external HR supply, such as trend analysis and competency models. It also discusses factors that influence HR demand forecasting, like employment trends and productivity. Methods for forecasting HR demand include managerial judgment, work-study techniques, and econometrics models.
Techniques for Forecasting Human Resources
Forecasting is the process of predicting future events or trends based on historical or current data. It is important for business planning and decision making. There are various quantitative and qualitative techniques used for human resource forecasting, including regression analysis, trend analysis, managerial judgment, and the Delphi technique. Accurate HR forecasting helps organizations prevent understaffing or overstaffing and allows for efficient use of functions like production. Common variables forecasted include staffing needs, absenteeism, and costs. The document discusses different forecasting methods and their applications in HR planning.
Strategic Human Resource Management
This document discusses various perspectives on strategy and strategic human resource management. It provides definitions of strategy from several scholars, such as Mintzberg, Quinn and Purcell. It also defines strategic management and strategic HRM. The document outlines different types of strategies, including business, operations and resource strategies. It discusses the role of HR in strategy formulation and implementation. Finally, it presents models of strategic HRM and discusses advantages and disadvantages of taking a strategic approach to HRM.
Techniques of hr demand forecasting
This document discusses techniques for forecasting human resource demand, including:
- Managerial judgement, which can take a bottom-up or top-down approach with participation.
- Work study technique, which estimates future man-hours needed based on estimated production levels, standard man-hours per unit, and employee work ability in man-hours.
- Ratio-trend analysis, which estimates future worker needs based on past ratios of production levels to number of workers.
It also briefly mentions econometrics models using mathematical and statistical techniques, and the Delphi technique.
Supply forecasting technique
This document discusses various techniques for forecasting human resource supply, including trend analysis, competency modeling, replacement charts, staffing tables, succession planning, and Markov analysis. Trend analysis involves identifying patterns in historical data that could impact future supply. Competency modeling identifies the ideal future workforce based on an organization's strategy and mission. Replacement charts estimate vacancies that could be filled through internal movement. Staffing tables represent current and future job requirements. Succession planning grooms successors for management roles. Markov analysis predicts internal employee movement between jobs, promotions, transfers, and exits. In conclusion, human resource forecasting is about estimating future demand for and supply of human resources.
HR PLANNING
The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.
hrp micro and macro level
This document discusses human resource planning (HRP) at both the macro and micro levels. At the macro level, HRP focuses on aligning human resources with organizational strategy and examining policies that affect management. The micro level is driven by the macro level and develops tactics to help the organization achieve its goals by ensuring it has the right number and mix of employees. Key aspects of micro-level HRP include demand forecasting, manpower supply analysis, and manpower planning.
HR Supply forecasting
This document discusses various techniques for forecasting human resource (HR) supply, including trend analysis, competency modeling, replacement charts, staffing tables, succession planning, and Markov analysis. Trend analysis examines past trends to predict future HR needs. Competency modeling identifies the skills and competencies required for jobs. Replacement charts and staffing tables provide visual representations of current and future workforce needs. Succession planning identifies potential replacements. Markov analysis uses probabilities to predict internal employee movement between jobs. Accurately forecasting HR supply allows organizations to assess and address disparities with future demand.
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Forecasting HR demand and supply
This document discusses forecasting human resource (HR) supply and demand. It defines HR forecasting as projecting future organizational HR needs and how those needs will be met. Without forecasting, an organization cannot assess differences between supply and demand. The document outlines factors and methods for forecasting internal and external HR supply, such as trend analysis and competency models. It also discusses factors that influence HR demand forecasting, like employment trends and productivity. Methods for forecasting HR demand include managerial judgment, work-study techniques, and econometrics models.
Techniques for Forecasting Human Resources
Forecasting is the process of predicting future events or trends based on historical or current data. It is important for business planning and decision making. There are various quantitative and qualitative techniques used for human resource forecasting, including regression analysis, trend analysis, managerial judgment, and the Delphi technique. Accurate HR forecasting helps organizations prevent understaffing or overstaffing and allows for efficient use of functions like production. Common variables forecasted include staffing needs, absenteeism, and costs. The document discusses different forecasting methods and their applications in HR planning.
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This document discusses various perspectives on strategy and strategic human resource management. It provides definitions of strategy from several scholars, such as Mintzberg, Quinn and Purcell. It also defines strategic management and strategic HRM. The document outlines different types of strategies, including business, operations and resource strategies. It discusses the role of HR in strategy formulation and implementation. Finally, it presents models of strategic HRM and discusses advantages and disadvantages of taking a strategic approach to HRM.
Techniques of hr demand forecasting
This document discusses techniques for forecasting human resource demand, including:
- Managerial judgement, which can take a bottom-up or top-down approach with participation.
- Work study technique, which estimates future man-hours needed based on estimated production levels, standard man-hours per unit, and employee work ability in man-hours.
- Ratio-trend analysis, which estimates future worker needs based on past ratios of production levels to number of workers.
It also briefly mentions econometrics models using mathematical and statistical techniques, and the Delphi technique.
Supply forecasting technique
This document discusses various techniques for forecasting human resource supply, including trend analysis, competency modeling, replacement charts, staffing tables, succession planning, and Markov analysis. Trend analysis involves identifying patterns in historical data that could impact future supply. Competency modeling identifies the ideal future workforce based on an organization's strategy and mission. Replacement charts estimate vacancies that could be filled through internal movement. Staffing tables represent current and future job requirements. Succession planning grooms successors for management roles. Markov analysis predicts internal employee movement between jobs, promotions, transfers, and exits. In conclusion, human resource forecasting is about estimating future demand for and supply of human resources.
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The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.
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This document discusses human resource planning (HRP) at both the macro and micro levels. At the macro level, HRP focuses on aligning human resources with organizational strategy and examining policies that affect management. The micro level is driven by the macro level and develops tactics to help the organization achieve its goals by ensuring it has the right number and mix of employees. Key aspects of micro-level HRP include demand forecasting, manpower supply analysis, and manpower planning.
HR Supply forecasting
This document discusses various techniques for forecasting human resource (HR) supply, including trend analysis, competency modeling, replacement charts, staffing tables, succession planning, and Markov analysis. Trend analysis examines past trends to predict future HR needs. Competency modeling identifies the skills and competencies required for jobs. Replacement charts and staffing tables provide visual representations of current and future workforce needs. Succession planning identifies potential replacements. Markov analysis uses probabilities to predict internal employee movement between jobs. Accurately forecasting HR supply allows organizations to assess and address disparities with future demand.
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2. The objectives of HRP include optimizing existing human resources, forecasting future needs, controlling availability, and assessing surpluses and shortages.
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Human resource planning is a process that identifies an organization's current and future human resource needs and determines how to meet those needs. It involves analyzing corporate strategies, forecasting future human resource demand and supply, estimating gaps between demand and supply, and developing action plans. The goal is to ensure the right candidate is in the right job to help achieve organizational objectives.
Ch04
This document provides an overview of human resource planning and job analysis. It discusses how human resource planning ensures an organization has the right number and types of employees with the necessary skills in the right places and times. The document also outlines the key components of job analysis, including different methods for analyzing jobs as well as tools like job descriptions, specifications, and evaluations. It emphasizes that job analysis is the foundation for many important HR activities and must adapt to changes in the modern workplace.
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Human resources Planning Meaning, Process and Importance.pptx
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HRP Demand and supply
- 1. HRP Demand and supply forecasting Baddi University of emerging science and technology Ram Murti 16PBA041 rammurtikumar033@gmail.com
- 2. HRP • HRP is also called manpower planning, personnel planning or employment planning. • Meaning – HRP is defined as the process by which management determines how an organization should move from its current manpower position to its desired manpower position.
- 3. Definition • According to beach, “Human resource planning is a process of determining and assuming that the organization will have an adequate number of qualified persons, available at the proper times, performing jobs which meet the needs of the enterprise and which provide satisfaction for the individuals involved.
- 4. Forecasting • Forecasting is determining what is going to happen in the future by analyzing what happened in the past and what is going on now. It is a planning tool that helps business people in their attempts to cope with the uncertainty of what will might and might not occur – it relies on past and current data and analysis of trends. • Forecasts may be short- or long-term.
- 6. Human Resource Forecasting Process of projecting the organization’s future HR needs (demand) and how it will meet those needs (supply) under a given set of assumptions about the organization’s policies and the environmental conditions in which it operates.
- 7. Demand forecasting • Demand forecasting is the process of estimating the quantity and quality of people required to meet future needs of the organization • According to Evan J. Douglas, “Demand estimation (forecasting) may be defined as a process of finding values for demand in future time periods.”
- 8. Method of demand forecasting • Ratio-trend analysis • Regression analysis • Work study techniques • Delphi technique • Flow models • Other forecasting techniques
- 9. Factor affecting Forecasting HR Demand • Employment trends • Replacement needs • Productivity • Absenteeism • Expansion and growth.
- 10. Supply forecasting • The purpose of identifying future HR supply requirements is to determine the number of employees required for each job and their knowledge, skills, abilities, and other characteristics. • Specifically supply forecasting measures the number of people likely to be available from within and outside an organization.
- 11. Internal supply forecasting • Internal supply forecasts relate to conditions inside the org. such as age distribution of workforce, terminations, retirements, etc.
- 13. Factors affecting internal supply forecasting • Organizational features (e.g., staffing capabilities) • Productivity - rates of productivity, productivity changes • Rates of promotion, demotion, transfer and turnover
- 14. External supply forecasting • External supply forecasts relate to external labour market conditions & estimates of supply of labour to be available to the firm in the future in different categories
- 15. Factors affecting external supply Forecaasting • Competition for talent • Industry or occupational expected growth levels • Public policy, government, and legal changes • Trends in labour force participation (including entry and exit) • Technological development patterns
- 16. Method of supply forecasting • Skills Inventory • Replacement Charts • Succession Planning • Flow Modeling/Markov Analysis • Computer Simulations
- 17. Conclusion • Forecasting is a process of making statements about events those actual outcomes have not yet been observed • HR forecasting is all about estimating future demand and supply of HR in an organization
- 18. Thank You