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.
Markov Chain Analysis in HR Decision Makingrahul23t263
Markov chain is one of the techniques used in operations research with possibilities view that managers faced in organizational decision making .Manpower planning process which the management determines how an Markov Chain move its current manpower position to its desired manpower position.
Through planning, management strives to have the right number and right kinds of people, at the right places at the right time, doing things which result in both the organization and individual receiving maximum long-run benefits.
The document discusses various methods for analyzing employee turnover and wastage in an organization, including:
- Labor turnover index, stability index, cohort analysis, census analysis, and attrition analysis. Cohort analysis examines retention rates by tracking groups of employees over time. Census analysis takes a snapshot of different cohorts at a point in time. Attrition analysis identifies reasons for employees leaving through voluntary or non-voluntary means. Calculating turnover, retention and attrition rates provides insights into reducing employee wastage.
This document discusses planning activities related to staffing, including:
1) Human resource planning processes like forecasting staffing needs and availabilities, reconciling gaps, and developing action plans.
2) Staffing planning considerations like using core, flexible, and outsourced workforces.
3) Diversity planning to develop a diverse workforce that reflects the population and enhances business outcomes.
This document provides an overview of human resource planning. It discusses how HR planning determines future human resource requirements and effectively utilizes existing human resources to fulfill needs. Key aspects covered include forecasting demand and supply, quantitative and qualitative analysis, legal issues, current trends, and the importance of HR planning in helping organizations achieve objectives. The document also outlines the various internal and external factors that influence HR planning and provides examples of techniques used, such as trend analysis, replacement charts, competency models, and succession planning.
This document discusses various techniques for human resource forecasting, including trend analysis, Markov analysis, and regression analysis. Trend analysis uses past trends to predict future needs based on historical attrition rates. Markov analysis uses transition matrices to predict internal employee movement between roles. Regression analysis develops mathematical equations to analyze relationships between dependent and independent variables, such as using sales and new customers to predict future full-time employees needs. The document provides examples of each technique.
The document discusses human resource planning and staffing processes. It covers forecasting labor requirements and availabilities, environmental scanning, identifying gaps, and developing action plans. Key aspects include statistical and judgmental forecasting techniques, internal and external factors, staffing core and flexible workforces, and ensuring legal and ethical compliance with diversity programs and affirmative action plans.
This document discusses various tools for forecasting demand and supply of human resources, including quantitative and qualitative techniques. Quantitative techniques for forecasting HR demand include trend analysis, ratio analysis, and regression analysis. Qualitative techniques include the Delphi method and nominal group technique. Tools for forecasting HR supply include trend analysis, skills/competency inventories, replacement charts, succession planning, staffing tables, and Markov analysis.
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.
Markov Chain Analysis in HR Decision Makingrahul23t263
Markov chain is one of the techniques used in operations research with possibilities view that managers faced in organizational decision making .Manpower planning process which the management determines how an Markov Chain move its current manpower position to its desired manpower position.
Through planning, management strives to have the right number and right kinds of people, at the right places at the right time, doing things which result in both the organization and individual receiving maximum long-run benefits.
The document discusses various methods for analyzing employee turnover and wastage in an organization, including:
- Labor turnover index, stability index, cohort analysis, census analysis, and attrition analysis. Cohort analysis examines retention rates by tracking groups of employees over time. Census analysis takes a snapshot of different cohorts at a point in time. Attrition analysis identifies reasons for employees leaving through voluntary or non-voluntary means. Calculating turnover, retention and attrition rates provides insights into reducing employee wastage.
This document discusses planning activities related to staffing, including:
1) Human resource planning processes like forecasting staffing needs and availabilities, reconciling gaps, and developing action plans.
2) Staffing planning considerations like using core, flexible, and outsourced workforces.
3) Diversity planning to develop a diverse workforce that reflects the population and enhances business outcomes.
This document provides an overview of human resource planning. It discusses how HR planning determines future human resource requirements and effectively utilizes existing human resources to fulfill needs. Key aspects covered include forecasting demand and supply, quantitative and qualitative analysis, legal issues, current trends, and the importance of HR planning in helping organizations achieve objectives. The document also outlines the various internal and external factors that influence HR planning and provides examples of techniques used, such as trend analysis, replacement charts, competency models, and succession planning.
This document discusses various techniques for human resource forecasting, including trend analysis, Markov analysis, and regression analysis. Trend analysis uses past trends to predict future needs based on historical attrition rates. Markov analysis uses transition matrices to predict internal employee movement between roles. Regression analysis develops mathematical equations to analyze relationships between dependent and independent variables, such as using sales and new customers to predict future full-time employees needs. The document provides examples of each technique.
The document discusses human resource planning and staffing processes. It covers forecasting labor requirements and availabilities, environmental scanning, identifying gaps, and developing action plans. Key aspects include statistical and judgmental forecasting techniques, internal and external factors, staffing core and flexible workforces, and ensuring legal and ethical compliance with diversity programs and affirmative action plans.
This document discusses various tools for forecasting demand and supply of human resources, including quantitative and qualitative techniques. Quantitative techniques for forecasting HR demand include trend analysis, ratio analysis, and regression analysis. Qualitative techniques include the Delphi method and nominal group technique. Tools for forecasting HR supply include trend analysis, skills/competency inventories, replacement charts, succession planning, staffing tables, and Markov analysis.
Regression analysis is a predictive modeling technique used to investigate relationships between variables. There are several types including linear, logistic, and polynomial regression. Linear regression establishes relationships between dependent and independent variables using a best fit line. Logistic regression is used when dependent variables are binary. Polynomial regression allows independent variables to have powers higher than one. Regression analysis can be useful for human resources forecasting, determining staffing needs based on factors like projected sales or call volumes. It indicates significant relationships between dependent targets and independent predictors.
This document discusses personnel planning and forecasting. It outlines the processes of employment planning and succession planning. Personnel needs can be forecasted using trend analysis, ratio analysis, and scatter plots. Computer software can also be used to forecast staffing requirements based on sales projections. The supply of inside candidates can be forecasted through qualification inventories, replacement charts, and computerized skills inventories, which track employees' education, experience, and skills.
1. The document discusses two case studies involving HR analytics. The first case study describes how a mining company used analytics to determine optimal staffing levels by comparing employee headcount to business activity over 17 quarters. This identified overstaffed and understaffed departments.
2. The second case study discusses how IBM used machine learning and data on recruitment, tenure, performance, salary and social media sentiment to identify employees at high risk of turnover. This investment helped reduce turnover in critical roles by 25% and saved $300 million over four years while also improving productivity and lowering recruitment costs.
This workshop provided an overview of conducting a workforce analysis in 3 steps:
1) Developing a current and future workforce profile by understanding workforce composition, goals, and projections
2) Conducting a gap analysis by comparing current and future workforce data to identify gaps and surpluses
3) Developing recommended strategies to address gaps through an action plan considering critical concerns, available resources, and time constraints.
Human resource planning is a process by which an organization ensures it has the right number and type of employees with the necessary skills and abilities to implement organizational strategies and achieve objectives. It involves assessing the current workforce, determining future labor demand and supply, and matching them to identify any gaps. Key aspects of HR planning include conducting a job analysis, developing succession plans, forecasting future needs and availability of workers, and integrating planning with the organization's overall strategic direction. The goal is to competitively position the organization by having a workforce that can adapt to changing business requirements.
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.
This Presentation cover all relative aspects of Human Resource Planning | HR Demand Forecasting & HR Supply Forecasting along with detail description of Recruitment & Selection as per the Syllabus of AKTU MBA Course.
Emphases on external & internal supply of candidate in organization wasifjanjua
The document discusses recruitment in organizations. It begins by asking whether external recruitment brings new ideas or not. Then it defines recruitment as finding qualified candidates for open positions. It lists different types of recruitment needs like planned, anticipated, and unexpected. It discusses the importance and purpose of recruitment in attracting candidates and finding the best fit. It outlines the general recruitment process and different sources of recruitment like internal and external. For internal sources, it gives examples like transfers, promotions, and using current employee referrals. It concludes by discussing the advantages and disadvantages of different recruitment approaches.
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.
Techniques for Forecasting Human ResourcesBHOMA RAM
This document outlines 14 techniques that can be used for forecasting human resource needs, including managerial judgment, trend analysis, ratio analysis, scatter plots, computerized forecasting, work study techniques, the Delphi technique, regression analysis, econometric models, nominal group technique, HR budget and planning analysis, scenario forecasting, workforce analysis, and job analysis. Each technique is briefly described in 1-2 sentences.
This report analyzes employee attrition data from FermaLogis Inc. It finds that the different types of employee turnover - retirement, voluntary resignation, involuntary resignation, and termination - should generally be treated separately in the analysis, as they have different underlying causes. One exception is that involuntary resignation and termination can be analyzed together. Several variables are found to impact turnover hazards non-proportionally, such as education, job satisfaction, business travel, income, tenure, and manager tenure. The bonus variable is found to only impact retirement hazards. The analysis aims to help FermaLogis better understand and reduce attrition.
This document describes a case study analyzing employee attrition at an organization using predictive modeling in R. It analyzes a dataset of 1470 employees with 15 variables related to demographics, job satisfaction, tenure, etc. to build predictive models for attrition using machine learning algorithms like SVM, decision trees, and random forests. The random forest model achieved the highest accuracy of 86.4% in predicting attrition. Based on the analysis, conclusions are drawn around retention strategies like improving job and environmental satisfaction, focusing on married employees, addressing income disparities, and implementing timely promotions to reduce attrition.
The document discusses using regression analysis for human resource (HR) forecasting. It begins with an overview of forecasting, describing it as predicting future needs based on historical data. Regression analysis determines the proportional relationship between two variables, such as production output and manpower needs. The document shows an example using data from a jeans manufacturer to develop a regression equation that can predict HR needs based on production targets. It concludes that HR forecasting helps businesses efficiently allocate resources and avoid overstaffing or understaffing while reducing costs.
Human Resources Planning involves ensuring an organization has the right number and quality of employees at the right time. It includes job analysis to understand roles and requirements, forecasting future human resource needs and available supply, and developing plans to address surpluses, shortages or skills gaps. The goal is balancing demand for and supply of labor to help the organization achieve its objectives.
This document summarizes a project analyzing employee attrition at a microfinance organization. It finds that attrition rates were 22% in 2016-17 and 30% in 2017-18, significantly higher than the industry average of 17%. The project focuses on attrition of frontline employees (CSRs and OEXs) within 6 months. It is found that 60% of overall attrition is trainees, while 24% resign within 6 months. Recommendations include improving trainee sourcing by involving ADMs, changing the assessment process, reducing redundant documents, and implementing more cashless collection methods to optimize employees' work. Next steps proposed are pilot testing the recommendations in a new branch for 3 months.
The process of systematically reviewing HR requirements to ensure that the required no. of employees, with the required skill, are available when they are needed.
The document discusses human resources planning and recruitment. It begins by outlining the steps in developing and implementing a human resource plan, including forecasting labor supply and demand, setting goals and strategies, and program implementation and evaluation. Next, it examines the recruitment process and key aspects, such as personnel policies, recruitment sources, and recruiter characteristics. Specific recruitment strategies like internal vs external recruiting, and using advertisements, agencies, and universities are analyzed. The importance of evaluating recruitment sources and traits of effective recruiters is also highlighted.
This document defines human resource management (HRM) and discusses its key aspects. HRM involves acquiring, training, appraising, and compensating employees to achieve organizational goals efficiently. The document outlines HRM functions like recruitment, training, performance management, and compensation. It discusses the importance of HRM at the enterprise, individual, societal and national levels. Finally, it covers the history, evolution, scope, policies and approaches of HRM.
The document provides an overview of key human resource management concepts including:
1. It defines human resources as the skills, knowledge and abilities of an organization's workforce.
2. It discusses different assumptions about employee motivation including Theory X, Theory Y and views of employees as rational or complex.
3. It explains the systems approach to HRM which involves acquiring, developing and maintaining an effective workforce through integrated HR policies and practices.
4. The summary highlights some objectives of HRM such as developing human resources, satisfying employee needs, and reconciling individual and organizational goals.
Regression analysis is a predictive modeling technique used to investigate relationships between variables. There are several types including linear, logistic, and polynomial regression. Linear regression establishes relationships between dependent and independent variables using a best fit line. Logistic regression is used when dependent variables are binary. Polynomial regression allows independent variables to have powers higher than one. Regression analysis can be useful for human resources forecasting, determining staffing needs based on factors like projected sales or call volumes. It indicates significant relationships between dependent targets and independent predictors.
This document discusses personnel planning and forecasting. It outlines the processes of employment planning and succession planning. Personnel needs can be forecasted using trend analysis, ratio analysis, and scatter plots. Computer software can also be used to forecast staffing requirements based on sales projections. The supply of inside candidates can be forecasted through qualification inventories, replacement charts, and computerized skills inventories, which track employees' education, experience, and skills.
1. The document discusses two case studies involving HR analytics. The first case study describes how a mining company used analytics to determine optimal staffing levels by comparing employee headcount to business activity over 17 quarters. This identified overstaffed and understaffed departments.
2. The second case study discusses how IBM used machine learning and data on recruitment, tenure, performance, salary and social media sentiment to identify employees at high risk of turnover. This investment helped reduce turnover in critical roles by 25% and saved $300 million over four years while also improving productivity and lowering recruitment costs.
This workshop provided an overview of conducting a workforce analysis in 3 steps:
1) Developing a current and future workforce profile by understanding workforce composition, goals, and projections
2) Conducting a gap analysis by comparing current and future workforce data to identify gaps and surpluses
3) Developing recommended strategies to address gaps through an action plan considering critical concerns, available resources, and time constraints.
Human resource planning is a process by which an organization ensures it has the right number and type of employees with the necessary skills and abilities to implement organizational strategies and achieve objectives. It involves assessing the current workforce, determining future labor demand and supply, and matching them to identify any gaps. Key aspects of HR planning include conducting a job analysis, developing succession plans, forecasting future needs and availability of workers, and integrating planning with the organization's overall strategic direction. The goal is to competitively position the organization by having a workforce that can adapt to changing business requirements.
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.
This Presentation cover all relative aspects of Human Resource Planning | HR Demand Forecasting & HR Supply Forecasting along with detail description of Recruitment & Selection as per the Syllabus of AKTU MBA Course.
Emphases on external & internal supply of candidate in organization wasifjanjua
The document discusses recruitment in organizations. It begins by asking whether external recruitment brings new ideas or not. Then it defines recruitment as finding qualified candidates for open positions. It lists different types of recruitment needs like planned, anticipated, and unexpected. It discusses the importance and purpose of recruitment in attracting candidates and finding the best fit. It outlines the general recruitment process and different sources of recruitment like internal and external. For internal sources, it gives examples like transfers, promotions, and using current employee referrals. It concludes by discussing the advantages and disadvantages of different recruitment approaches.
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.
Techniques for Forecasting Human ResourcesBHOMA RAM
This document outlines 14 techniques that can be used for forecasting human resource needs, including managerial judgment, trend analysis, ratio analysis, scatter plots, computerized forecasting, work study techniques, the Delphi technique, regression analysis, econometric models, nominal group technique, HR budget and planning analysis, scenario forecasting, workforce analysis, and job analysis. Each technique is briefly described in 1-2 sentences.
This report analyzes employee attrition data from FermaLogis Inc. It finds that the different types of employee turnover - retirement, voluntary resignation, involuntary resignation, and termination - should generally be treated separately in the analysis, as they have different underlying causes. One exception is that involuntary resignation and termination can be analyzed together. Several variables are found to impact turnover hazards non-proportionally, such as education, job satisfaction, business travel, income, tenure, and manager tenure. The bonus variable is found to only impact retirement hazards. The analysis aims to help FermaLogis better understand and reduce attrition.
This document describes a case study analyzing employee attrition at an organization using predictive modeling in R. It analyzes a dataset of 1470 employees with 15 variables related to demographics, job satisfaction, tenure, etc. to build predictive models for attrition using machine learning algorithms like SVM, decision trees, and random forests. The random forest model achieved the highest accuracy of 86.4% in predicting attrition. Based on the analysis, conclusions are drawn around retention strategies like improving job and environmental satisfaction, focusing on married employees, addressing income disparities, and implementing timely promotions to reduce attrition.
The document discusses using regression analysis for human resource (HR) forecasting. It begins with an overview of forecasting, describing it as predicting future needs based on historical data. Regression analysis determines the proportional relationship between two variables, such as production output and manpower needs. The document shows an example using data from a jeans manufacturer to develop a regression equation that can predict HR needs based on production targets. It concludes that HR forecasting helps businesses efficiently allocate resources and avoid overstaffing or understaffing while reducing costs.
Human Resources Planning involves ensuring an organization has the right number and quality of employees at the right time. It includes job analysis to understand roles and requirements, forecasting future human resource needs and available supply, and developing plans to address surpluses, shortages or skills gaps. The goal is balancing demand for and supply of labor to help the organization achieve its objectives.
This document summarizes a project analyzing employee attrition at a microfinance organization. It finds that attrition rates were 22% in 2016-17 and 30% in 2017-18, significantly higher than the industry average of 17%. The project focuses on attrition of frontline employees (CSRs and OEXs) within 6 months. It is found that 60% of overall attrition is trainees, while 24% resign within 6 months. Recommendations include improving trainee sourcing by involving ADMs, changing the assessment process, reducing redundant documents, and implementing more cashless collection methods to optimize employees' work. Next steps proposed are pilot testing the recommendations in a new branch for 3 months.
The process of systematically reviewing HR requirements to ensure that the required no. of employees, with the required skill, are available when they are needed.
The document discusses human resources planning and recruitment. It begins by outlining the steps in developing and implementing a human resource plan, including forecasting labor supply and demand, setting goals and strategies, and program implementation and evaluation. Next, it examines the recruitment process and key aspects, such as personnel policies, recruitment sources, and recruiter characteristics. Specific recruitment strategies like internal vs external recruiting, and using advertisements, agencies, and universities are analyzed. The importance of evaluating recruitment sources and traits of effective recruiters is also highlighted.
This document defines human resource management (HRM) and discusses its key aspects. HRM involves acquiring, training, appraising, and compensating employees to achieve organizational goals efficiently. The document outlines HRM functions like recruitment, training, performance management, and compensation. It discusses the importance of HRM at the enterprise, individual, societal and national levels. Finally, it covers the history, evolution, scope, policies and approaches of HRM.
The document provides an overview of key human resource management concepts including:
1. It defines human resources as the skills, knowledge and abilities of an organization's workforce.
2. It discusses different assumptions about employee motivation including Theory X, Theory Y and views of employees as rational or complex.
3. It explains the systems approach to HRM which involves acquiring, developing and maintaining an effective workforce through integrated HR policies and practices.
4. The summary highlights some objectives of HRM such as developing human resources, satisfying employee needs, and reconciling individual and organizational goals.
Human resource planning is a process that forecasts an organization's future demand for and supply of employees. It is a subsystem of the organization's overall planning process. An effective HR plan facilitates achieving organizational goals by ensuring the right people are available. Key factors that affect HR planning include the organization's strategy, growth, environmental uncertainties, and job requirements. The planning process involves forecasting HR needs and supply, setting objectives, programming activities, implementing the plan, and evaluating outcomes. Barriers to effective planning include the time required, lack of business expertise, incompatible data, and uncertainties. Guidelines for improving HR planning are to have adequate information systems, participation, organization, alignment with corporate planning, and appropriate time horizons.
The document discusses human resource management (HRM) and related concepts. It defines HRM as a function of management concerned with hiring, motivating, and maintaining employees in an organization. It focuses on managing people within the organization. The document also discusses human resource planning, job analysis, recruitment, selection, and interviews as key aspects of HRM.
Human resource management deals with managing an organization's workforce. It involves planning, organizing, and overseeing functions like recruiting, training, performance evaluations, and compensation. The document provides definitions and concepts of HRM, discusses its functions and objectives, and traces its evolution from treating labor as a commodity to recognizing employees as valuable assets. It also outlines the scope and importance of HRM policies for organizations.
Human resource management (HRM) deals with effectively utilizing people to achieve organizational goals. HRM covers all decisions affecting the workforce, including personnel policies, practices, and systems. The key functions of HRM include attracting, selecting, training, developing, motivating and managing employees. HRM aims to meet business needs, link human resource strategies to objectives, add value to the business, and gain employee commitment to goals. HRM is a comprehensive, people-oriented, and action-focused process applied across organizations to manage the workforce.
Human resource management involves recruitment, management, and development of employees. It focuses on five key functional areas: staffing, rewards, employee development, employee maintenance, and employee relations. Staffing deals with hiring qualified candidates. Rewards involve compensation and benefits systems. Employee development analyzes training needs. Employee maintenance ensures workplace health and safety. Employee relations includes schemes for employee involvement and union negotiations. The document outlines the various activities of HRM such as recruitment, training, performance management, compensation, and employee surveys. It emphasizes that properly executing HRM functions is crucial to achieving organizational goals.
Human Resource Management involves four main processes: planning, attracting, developing, and retaining human resources or employees. Planning involves strategic HR planning and job design. Attracting involves recruiting and selecting candidates from internal and external pools. Developing involves orientation, training, performance appraisal, and development. Retaining involves compensation, labor relations, maintenance through career counseling and health programs, and separation procedures.
The HR Manager is the most critical role in the HR Organization. The HR Manager represents Human Resources and shares responsibilities with the HR team and the internal client.
The role of the HR Manager is difficult, and the most experienced HR Professionals should be promoted to the role of the HR Manager.
Human Resource Management outlines the definition, core elements, objectives, functions, scope, and challenges of HRM. It discusses the meaning of HRM as integrating employment relationships to help organizations and employees achieve their goals. HRM aims to acquire, develop, motivate, and retain committed employees to meet organizational objectives. It also covers the planning, organizing, directing, and controlling of human resources from recruitment to retirement.
Introduction to human resource managementTanuj Poddar
The document provides an introduction to human resource management. It discusses key points such as the definition of HRM, the history and evolution of HRM approaches, functions of HRM including strategic and operational functions, emerging roles of HRM, and challenges faced by HR professionals. Organizational structure and its relationship to HRM is also examined, including differences between formal and informal organizations as well as line and staff functions. The roles of HR executives are outlined.
Human Resource Management involves hiring, motivating, and maintaining employees in an organization. It focuses on managing people to accomplish individual, organizational, and social goals. HRM aims to make integrated decisions regarding recruiting, developing, compensating, and separating employees in a way that is consistent with the organization's effectiveness and ability to serve customers with high quality products and services.
Human resource management involves recruiting, selecting, training, developing and managing employees to achieve organizational goals. It includes human resource planning to ensure the organization has the right people with the right skills. The key components of an HRM system are recruitment, training, compensation, performance management and career development.
The document discusses employment, job analysis, human resource planning, and selection.
[1] Employment involves contracts between employers and employees, with job analysis being the process of collecting and analyzing job information for purposes like job descriptions.
[2] Human resource planning aims to anticipate and manage human resource needs, and involves scanning the external environment, considering government influences and economic conditions.
[3] Selection is the process of evaluating candidates and making hiring decisions, with factors like the type of position and recruitment method affecting the selection steps.
Human resource planning involves forecasting future human resource needs and developing policies to address potential problems. It is a continuous process that examines skills needed in the future and develops training programs. Key aspects of HR planning include job analysis to determine job requirements, succession planning to ensure leadership continuity, and managing surpluses and deficits in human resources. Organizations use tools like HR audits and ERP systems to evaluate HR activities and automate business processes for improved efficiency.
This unit has a clear description about "HUMAN RESOURCE PLANNING" -employee training, Socialization, Induction, Importance of HRP, Objectives of HRP,HRP Process, HR Demand Forecasting techniques, HR supply forecasting, Recruitment process, internal and external recruitment, Differences between Selection and recruitment, Selection process, types of employment tests, types of interviews, Recruitment policy, Methods of recruitment
Human resource planning in human resource.pptxVirus292672
This document presents an overview of human resource planning. It defines HRP and discusses its objectives such as ensuring optimal human resource use and anticipating future skill needs. The document outlines the HRP process and various quantitative techniques for forecasting resource demand like trend analysis and workload analysis. It also covers factors influencing HRP, models of HRP, benefits like reduced costs, and requisites for successful implementation such as management support and up-to-date records. In conclusion, the document emphasizes that HRP is vital for assessing current and future personnel needs and directly links HR activities to organizational objectives.
Strategic HR resourcing emphasizes finding people whose attitudes align with management's vision for success. Business and resourcing strategies must be integrated so HR can implement the business strategy.
Human resource planning involves determining current and future staffing needs. It includes forecasting demand and supply, analyzing gaps, and creating action plans for recruitment, training, flexibility arrangements, and downsizing. The objectives are obtaining the right people, optimizing resource use, and adapting to changes.
This slides have information regarding Human Resource Forecasting. Students who are involved in HRM courses this would be a great help by my side. Properly explained data are available in these slides
My humble request to viewers .If you like the work drop like button. If you're satisfied by my work drop the comment.
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.
The document provides an introduction to human resource management (HRM). It discusses the key activities of HRM including human resource planning, recruitment, selection, training and development, performance appraisal, compensation, and employee welfare. It also covers the importance of HRM for organizations, individuals, and society. Different models of HRM and its objectives and functions within an organization are described. The processes of job analysis, recruitment, and selection are also summarized.
1. Human resource planning involves forecasting an organization's future workforce needs and determining how to meet those needs.
2. The document discusses various techniques for forecasting workforce demand and supply such as trend analysis, workload analysis, skills inventories, and Markov analysis.
3. Key aspects of the human resource planning process include forecasting demand, forecasting internal and external supply, identifying gaps between demand and supply, and developing programs to address those gaps.
HRM UNIT 2 DEFINITION IMPORTANCE TYPES .Lingeshkanna
Human resource planning (HRP) involves forecasting an organization's future human resource needs and determining how to meet those needs. The key aspects of HRP include analyzing the current workforce, forecasting future demand and supply of human resources, identifying gaps between demand and supply, and developing action plans to address gaps. The overall goal is to ensure the right number and types of employees are available when needed. HRP is an ongoing process that is influenced by internal and external factors and aims to align human resource needs with organizational objectives through activities like recruitment, training, and retention.
This document provides an overview of human resource planning. It defines HRP as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of HRP covered are: forecasting future demand and supply of labor, determining labor surpluses and shortages, and developing an HR plan that identifies business needs and strategies, conducts job analyses, and determines feasible hiring arrangements. Effective alignment of workforce planning with department goals is critical for business continuity and achieving priorities.
Human resource planning ensures an organization has the right number and type of employees with the necessary capabilities to achieve its strategic goals. It involves forecasting future human resource needs and developing plans to address any gaps between the projected supply and demand of workers. Key aspects of HR planning include reviewing organizational strategies and current HR situations, forecasting staffing needs and availability, and creating action plans for recruiting, training, attrition or layoffs depending on whether surpluses or shortages are identified. The overall process helps organizations effectively manage their human capital.
This document discusses various topics related to human resource management. It begins by outlining some of the competitive challenges facing HR, such as globalization, technology, managing change and diversity. It then covers the functions of HR including strategic planning and operational activities like staffing, development, compensation and integration. Various HR policies, processes, and systems are explained such as human resource planning, job analysis, recruitment and selection. The document provides an overview of the key concepts in human resource management.
Human Resource Planning (HRP) involves forecasting an organization's future demand for and supply of employees. It ensures the organization will have the right number and types of qualified people in the right places and times to achieve organizational objectives. HRP is a continuous process that is part of corporate planning and involves forecasting personnel needs, analyzing current staffing levels, and developing recruitment, training, and other programs to close any gaps between demand and supply. The goal of HRP is to link human resources with organizational strategy and ensure optimal staffing that benefits both the organization and employees.
Human Resource Planning – Concept And Need. Factors Affecting Hrp, Hrp Proces...ankushgakhar
The document discusses human resource planning, including its meaning, objectives, importance, factors affecting it, and process. Some key points:
- HRP is the process of determining how to meet future human resource needs by having the right people in the right place at the right time.
- Objectives include ensuring optimal HR use, forecasting future needs, and assessing surpluses and shortages.
- Factors like organizational strategy, growth, environment, and jobs affect HRP.
- The HRP process involves forecasting HR needs and supply, programming actions, implementation, and evaluation of surpluses and shortages.
Human resource-planning-concept-and-need-factors-affecting-hrp-hrp-process-l-...psmunish
The document discusses human resource planning, including its meaning, objectives, importance, factors affecting it, and process. Some key points:
- HRP is the process of determining how to meet future human resource needs by having the right people in the right jobs at the right time.
- Objectives include ensuring optimal HR use, forecasting future needs, and assessing surpluses and shortages.
- Factors like organizational strategy, growth, environment, and jobs impact HRP.
- The HRP process involves forecasting HR needs and supply, programming actions, implementation, and evaluation.
The document discusses human resource management and planning. It defines HR planning as analyzing and identifying human resource needs and availability so an organization can meet its objectives. The key aspects of HR planning covered are environmental scanning, forecasting demand and supply of human resources, managing surpluses and shortages, and assessing HR effectiveness through benchmarking and audits. HR information systems are also introduced as integrated systems for providing HR data to support decision making.
Human Resource Specialists perform various important tasks within the HR department. Their main responsibilities include recruitment and selection, conducting interviews, job placement, employee retention, and induction. They are also responsible for compensation and benefits, training, background checks, and maintaining employment records. HR specialists serve three key roles: as employee advocates, change agents as they help organizations adapt, and as strategic business partners who align HR strategies with organizational goals and objectives.
The document discusses various concepts related to human resource management including HRM, HRD, PMIR, the basic functions of an HR manager, manpower planning, recruitment and selection, training and development, placement and induction, wage and salary administration, promotion, transfer, separation, and performance appraisal. It defines HRM as the process of achieving the best fit between individuals, jobs, organizations, and the environment. The document also discusses the importance of HRM in attracting talent, improving skills, motivating employees, and utilizing human resources effectively.
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6. Employment opportunities
Maximum productivity
Material & mental satisfaction to workforce
Control of wastage of effort
To maintain ethical policies & socially
responsible behaviour.
7. To reach the organizational goal
To communicate the HRM policies to all the
employees
To develop and maintain quality of work life
8. To suit organizations demand
To tailor the departmental level service
towards organizational goals.
9. Job security
Facilities for proper training and development
Increase in job satisfaction & self -
actualization
10. Fairness & firmness
Tact and resourcefulness
Sympathy & consideration
Knowledge of labour & other terms
Broad social outlook
11. HRP is the process of forecasting a firm’s
demand for & supply of right type of people
in the right number for the right job.
12. Future personnel needs
Part of strategic planning
Creating highly talented personnel
International strategies
Foundation for personnel functions
Increasing investment in HR
Resistance to change & move
Unite the perspectives of line and staff
managers
Other benefits
15. Systematic monitoring of the external forces
influencing the O.
Economic factors
Technological changes
Demographic changes
Political & legislative issues
Social issues
16. Demand forecasting is the process of
estimating future quantity& quality of
people required.
Based on annual budget and long term
corporate plan of each function and
department.
17. Considers 2 factors:
Internal (economic, climate, law & regulatory
bodies, changes in technology, & social factors)
External (budget constraints, pdtn levels, new
p&s, O structure, & employee separations.
18. BOTH INTERNAL & EXTERNAL
External:
People in the labour market, unemployed people.
Internal:
Employees who can be promoted, transferred,
or demoted to meet anticipated need.
19. To ensure supply matches the demand.
To identify the gap between hr resources
needed & the availability is identified.
Two forms:
Surplus HR
Shortage of HR
20. If there is shortage:-
Discouraging retirements
Hiring new people
Transferring people
overstaffed areas
21. If there is surplus of
HR:-
Offering early
retirements
Transferring to unstaffed
areas
Terminating people
22. HR Forecasting is the process by which an
organization estimates its future
organization needs.
Forecasting techniques differ from simple to
sophisticated ones.
An O can follow one or more technique.
23. Under this technique the managers sit
together, discuss and arrive at a figure which
would be the future demand for labour.
The technique may involve a “bottom up” or
“top down” approach.
This technique is used in smaller
organizations or in those companies were
sufficient data base is not available.
24. The quickest forecasting technique.
This involves the study of past ratio’s, say….
Between the no. of workers and sales in an O
and forecasting future ratios.
25. This is similar to Ratio – trend analysis.
Regression analysis is purely statistically
oriented.
In this, a firm first draws a diagram depicting
the relationship between any two variables.
Then calculates the “regression line” ( a line
that cuts right through the centre of the point
on the diagram)
26. It is used to calculate the length of operations
and the amount of labour required.
This technique is also known as 'work-load
analysis'.
27. Let us assume that the estimated production of an organization is
3,00,000 units.
The standard man-hours required to produce each unit are 2 hours.
The past experiences show that the work ability of each employee in
man-hours is 1500 hours per annum.
The work-load and demand of human resources can be calculated as
under:
28. Estimated total annual production = 300000 units
Standard man-hours needed to produce each unit = 2 hrs
Estimated man-hours needed to meet estimated annual production
(i x ii) = 600000 hrs
Work ability/contribution per employee in terms of man-hour =
1500 units
Estimated no. of workers needed (iii / iv) = 600000/1500 = 400
units
The above example clearly shows that 400 workers are needed for
the year.
29. Delphi technique is the method of forecasting
personal needs.
It is named after the ancient Greek oracle at
the city of Delphi.
It extracts the personal needs of individuals
from a group of experts usually manager’s.
Decision is arrived at through written
communication, in the form of filling up the
questionnaires often through mails.
30. Flow model are associated with forecasting
personal needs.
The simplest one is Markov model.