Human resource planning- (Deepak K Ajayan-MHRM 13- DiST)
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Human resource planning (HRP) involves forecasting an organization's future needs for employees and ensuring the adequate supply of qualified workers. The key steps in HRP are analyzing organizational objectives, taking inventory of current human resources, forecasting future demand and supply, estimating personnel gaps, formulating an action plan to address deficits or surpluses, and monitoring implementation of the plan. HRP is important as it helps organizations plan for future personnel needs, cope with changes, develop talented workers, protect vulnerable groups, support international strategies, and lay the foundation for other HR functions like recruiting and training.
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Presentation on Human resource planning
The document discusses human resource planning, which involves analyzing an organization's future human resource needs under changing conditions, and developing activities to satisfy these needs. It involves forecasting personnel requirements, assessing current human resources, matching future demand and supply, and planning retrenchment activities if needed. The goal is to ensure the organization has the right number and type of people with the necessary skills at the right times to achieve its objectives.
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The document discusses recruitment and selection processes at IMS Learning Resources Pvt. Ltd. It begins by outlining the objectives of studying their employee hiring process. It then describes the research methodology and importance/scope of the project. The document discusses internal and external factors that affect recruitment. It provides details on various internal sources of recruitment like current employees, former employees, and referrals. It also discusses external sources such as employment exchanges, advertisements, professional associations, and campus recruitment. The summary highlights the key topics and goals covered in the recruitment and selection case study.
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The document discusses the process of human resources planning, recruitment, and selection by outlining the procedures and flow, including forecasting future human resources needs, setting goals and strategic planning, implementing programs to address surpluses or shortages, and evaluating the results. It also covers recruitment sources, the job analysis and description process, and enhancing the impact of recruiters.
HUMAN RESOURCE PLANNING
Human resource planning is a process to ensure an organization has the right number and type of people at the right time. It involves forecasting future human resource needs, analyzing current supply, and implementing programs to address imbalances. Key aspects of HRP include forecasting demand and supply, balancing the two through programming, implementing plans, and controlling and evaluating outcomes. The goal is to maximize returns on human resource investments and ensure strategic objectives are met.
Job design
Job design involves determining the tasks, methods, and relationships of a job. It aims to increase motivation, productivity, and quality of work life. Key considerations in job design include critical job characteristics and matching individuals to jobs. Approaches to job design are scientific, contemporary individual, team, and ergonomic. Contemporary approaches include job rotation, enlargement, and enrichment to provide variety, challenge and responsibility. Job design impacts outcomes like absenteeism and turnover.
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This document provides an overview of key human resource management concepts and processes. It begins with the session objectives of introducing HRM, defining HRM functions, and understanding recruitment, training, performance appraisal, compensation and benefits, and HR roles and responsibilities. It then defines HRM and describes common HR manager functions. The main HRM functions are outlined as manpower planning, recruitment and selection, training and development, compensation and benefits, performance appraisal, industrial relations, and employee services. Recruitment, selection, training, performance appraisal, compensation, benefits, and changing HR roles are then described in more detail.
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The document summarizes the modern recruitment process in 3 main steps:
1. The recruitment process typically begins with an initial screening of applicants and completion of an application form. Successful candidates then progress through a series of selection tests and interviews.
2. The selection process may include preliminary interviews, application submissions, selection tests, employment interviews, reference and background checks, and a company physical examination. Several factors influence the selection process.
3. The typical recruitment steps are initial screening, application completion, employment tests, job interviews, conditional job offers, background investigations, medical examinations, and permanent job offers. Onboarding new employees involves orientation, induction, and on-the-job training.
Strategic Role of HR
This document discusses strategic human resource management. It begins by outlining HR's strategic roles in formulating integrated HR strategies, supporting business goals, and contributing to business strategies. It then discusses seven steps for HR to be strategic, including being aware of business context. The document also discusses approaches to strategy formulation, the new functional role of HR with a focus on business outcomes, the basis and principles of strategic HRM, concepts like the resource-based view and strategic fit, perspectives on strategic HRM, and the best practice approach.
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The document summarizes the modern recruitment process in 3 main steps:
1. The recruitment process typically begins with an initial screening of applicants and completion of an application form. Successful candidates then progress through a series of selection tests and interviews.
2. The selection process may include preliminary interviews, application submissions, selection tests, employment interviews, reference and background checks, and a company physical examination. Several factors influence the selection process.
3. The typical recruitment steps are initial screening, application completion, employment tests, job interviews, conditional job offers, background investigations, medical examinations, and permanent job offers. Onboarding new employees involves orientation, induction, and on-the-job training.
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This document discusses strategic human resource management. It begins by outlining HR's strategic roles in formulating integrated HR strategies, supporting business goals, and contributing to business strategies. It then discusses seven steps for HR to be strategic, including being aware of business context. The document also discusses approaches to strategy formulation, the new functional role of HR with a focus on business outcomes, the basis and principles of strategic HRM, concepts like the resource-based view and strategic fit, perspectives on strategic HRM, and the best practice approach.
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Job design and analysis are important human resource functions. Job design involves defining how work will be performed through approaches like job enlargement and enrichment. Job analysis is the process of systematically gathering information about job tasks, responsibilities, skills, and requirements. This information is then used to develop job descriptions and specifications, which outline the purpose, duties, and qualifications of a role. The results of job analysis provide essential data for strategic human resource activities including planning, recruitment, compensation, performance management, and training.
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Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
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- Emphasize the career growth opportunities and potential pathways within the organization to attract ambitious candidates looking to build a long-term career.
- Highlight any unique value propositions of working for a financial cooperative/microfinance organization to appeal to candidates interested in the social impact dimension.
- Consider including preferred academic majors/fields of study if relevant to screen for technical skills required.
- Mention the application process and timeline clearly to improve response rate.
- Use more inclusive language throughout to
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The document discusses competency-based human resource management. It defines competencies as underlying characteristics like traits, skills, and knowledge that result in effective performance. Competencies are measurable, observable, and critical to individual and organizational performance. Competency models group competencies needed for successful performance in particular jobs or roles. Competency-based HR aims to integrate key HR systems like selection, development, and performance management around competencies.
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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.
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Human resource planning is a process that identifies an organization's future human resource needs and ensures adequate personnel are available and qualified to meet organizational objectives. It involves forecasting demand and supply of human resources, identifying gaps, and developing programs to address shortages or surpluses. The ultimate goal is to align human resource needs with organizational strategies to maximize returns on human capital investments.
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Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
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Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
human resource planning
The document discusses human resource planning, recruitment, selection and placement. It covers the key steps in human resource planning including determining workload, studying jobs in the company, forecasting resource needs, and developing improvement plans. The importance of selection is emphasized to acquire competent employees. The selection process involves screening applicants, testing, reference and background checks, and interviews. The goal is to match qualified applicants to open jobs.
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The document discusses human resource planning (HRP), including defining HRP, its aims and processes, how it relates to business strategy, different perspectives of HRP (macro and micro), job analysis, and the HRP process. HRP involves analyzing current and future human resource needs and developing plans to meet those needs. It aims to ensure optimal use of current employees and provide for future staffing needs. The HRP process includes environmental scanning, forecasting HR demand and supply, and developing action plans to match demand and supply.
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Human resource planning ppt.
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.
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Job analysis is a systematic exploration of the activities within a job to define its duties, responsibilities, and requirements. It can involve observing employees, interviewing them individually or in groups, having them complete structured questionnaires, or using a combination of methods. The results are used to develop job descriptions detailing tasks and qualifications, and job specifications outlining minimum required skills and qualifications. Common areas covered in a job analysis include physical and mental tasks, qualifications, relationships, and working conditions.
Strategic human resource planning ppt
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Here are a few key points I would highlight if I were to recast the job advertisement:
- Provide more details on the job responsibilities and expectations to give applicants a clearer sense of the actual work involved.
- Emphasize the career growth opportunities and potential pathways within the organization to attract ambitious candidates looking to build a long-term career.
- Highlight any unique value propositions of working for a financial cooperative/microfinance organization to appeal to candidates interested in the social impact dimension.
- Consider including preferred academic majors/fields of study if relevant to screen for technical skills required.
- Mention the application process and timeline clearly to improve response rate.
- Use more inclusive language throughout to
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This document provides an overview of human resource planning. It discusses the importance of human resources to organizations and the need to properly plan for human resource needs. This includes forecasting demand and supply of human resources, identifying factors that influence demand, and using both qualitative and quantitative techniques to forecast human resource requirements. The document also discusses matching forecasted demand to available supply and considering both internal and external labor sources. Finally, it outlines the importance of strategic human resource planning and integrating HR strategies with organizational strategic plans.
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The document provides an overview of a recruitment and selection workshop. It begins with introductions and expectations. The workshop will cover topics like recruitment strategies, selection tools, developing recruitment plans, and onboarding. It also gives background on HR history and the evolution of HR functions. Job analysis, interviews, employment branding, and developing recruitment and selection plans are discussed. Case studies are included. The document provides a thorough overview of the recruitment and selection process and related HR concepts to be covered in the workshop.
Job analysis and design
Job analysis is the process of obtaining information about jobs to determine duties, tasks, and activities. It provides data to develop job descriptions and specifications that form the basis for performance appraisal, training, compensation, and other HR functions. A job description outlines the tasks, duties, responsibilities, and requirements of a specific job. Job design uses job analysis data to improve jobs through technological and human considerations to enhance efficiency and satisfaction. Employee teams and empowerment grant workers more autonomy and responsibility over their work.
Define HRM? Why it is important for an organization.
Explain why human resource management is important to an organization? How external influences affect human resource management . Explain environmental factors affecting human resource management.
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HR services improve the organization's main concern with its information of how human capital influences authoritative achievement.
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Here are the key points about HR policies:
- HR policies provide guidelines for employees and managers to ensure fair and consistent treatment of employees.
- The main goal of HR policies is to create a productive, compliant and engaging work environment.
- Common types of HR policies include those related to recruitment, employment status, benefits, compensation, conduct, workplace guidelines and the use of technology.
- Well-documented policies help create organizational structure and ensure legal compliance. They communicate management's intentions and expectations.
- Consistent application of policies promotes fairness and reduces potential legal issues.
So in summary, HR policies establish standards and procedures to direct HR activities and regulate employee conduct in support of the organization's objectives.
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The document discusses the challenges facing HRM professionals. It outlines 10 key challenges: 1) managing talent, 2) managing the workplace, 3) leadership development, 4) managing change, 5) communication focus, 6) high performance work culture, 7) enterprise software, 8) understanding business factors, 9) understanding HR policies and practices, and 10) creating a learning organization. The document emphasizes the importance of aligning HR strategy with business strategy, developing talent and leaders, engaging employees, and adapting to macro-level changes in order to help organizations achieve competitive advantage.
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Human Resource Planning
Human resource planning is a process that identifies an organization's future human resource needs and ensures adequate personnel are available and qualified to meet organizational objectives. It involves forecasting demand and supply of human resources, identifying gaps, and developing programs to address shortages or surpluses. The ultimate goal is to align human resource needs with organizational strategies to maximize returns on human capital investments.
human resource planning
This document discusses human resource planning. It begins by defining HRP and its objectives, which include forecasting personnel requirements, coping with changes, using existing manpower productively, and promoting employees systematically. The document then covers factors affecting HRP, the HRP process, demand forecasting techniques, supply forecasting including internal and external labor sources, formulating HR plans, responsibilities for HRP, limitations of HRP, and keys to effective HRP. In summary, the document provides an overview of human resource planning, including its objectives, key components, and challenges.
Human resource planning
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Human Resource Planning
The human resource process begins with a sound Human resource planning. Forecasting the Human Resource Demand and appropriately balancing the deficiency or surplus either from the internal environment or from the external environment lays down the foundation of a sound human resource planning. Explore More!
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This chapter discusses human resource planning, including its purposes, processes, and techniques. It covers projecting future human resource supply and needs, comparing projections, and planning policies to address surpluses or shortages. Specific topics include forecasting methods like unit forecasting and the Delphi technique, evaluating alternatives to address imbalances, and conducting audits to evaluate human resource planning effectiveness.
Human resource planning
Human resource planning involves forecasting an organization's future human resource needs, determining how to meet those needs through various programs, and evaluating whether the programs are feasible given organizational objectives, environmental constraints, and costs versus benefits. The process includes assessing current and future labor demand and supply, identifying potential surpluses or shortages, and developing action plans to address imbalances through options like hiring, training, outsourcing, or layoffs. Effective HRP is important for strategic workforce management and controlling personnel costs.
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This document outlines the key aspects of human resource planning (HRP), including definitions, importance, factors affecting it, the process, barriers, and requirements for effective HRP. HRP is defined as forecasting an organization's future demand for and supply of employees. It is important as it helps ensure an organization will have the right number and type of qualified people in the right places at the right times. The HRP process involves defining objectives, forecasting needs and supplies, programming HR actions, implementation, and control/evaluation. Barriers can include a lack of business expertise, incompatible data, and non-involvement of managers. Effective HRP requires awareness of corporate goals, complete records, a long enough time horizon,
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The document summarizes key concepts from Chapter 5 of the textbook "Fundamentals of Human Resource Management" by DeCenzo and Robbins. It discusses human resource planning and job analysis. Specifically, it describes how human resource planning ensures an organization has the right number and types of employees with the necessary skills to achieve strategic objectives. It also explains different methods for conducting job analysis to define job responsibilities, requirements and working conditions.
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Human Resource planning
Human resource planning is a process of forecasting future personnel needs and the availability of personnel to meet those needs in order to ensure that the right number and type of people are available at the right time and place. It involves forecasting demand and supply of personnel, developing programs to fulfill needs, implementing those programs, and evaluating their effectiveness. Effective HRP requires aligning HR strategies with organizational objectives, obtaining management support, maintaining accurate personnel records, using appropriate forecasting techniques, and revising plans and processes over time.
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Human resource planning is a process by which management ensures the right number and type of employees are available at the right time and place to achieve organizational goals. It involves forecasting future human resource needs, developing plans to meet those needs, and adjusting plans as needed. The objectives of HRP include ensuring optimal employee use, avoiding imbalances in distribution, assessing future skill needs, and providing control measures to ensure resource availability when required. Benefits include reduced costs, improved employee development, identification of skills gaps, and better business and succession planning.
Human Resource Planning.pptx
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.
Hr planning
Human resource planning is the process of forecasting an organization's future human resource needs and ensuring the organization has the right number and type of people at the right time. It involves assessing the current HR capacity, projecting future needs, and identifying any gaps. Key steps in HR planning include analyzing organizational objectives, taking inventory of current human resources, forecasting future demand and supply, estimating gaps, formulating an action plan, and monitoring progress. Conducting HR planning helps ensure an organization has the right people with the right skills to achieve its goals.
Human Resource Planning in Managing Business
Human resource planning, in simple words, is a technique that a company uses to employ the right set of people to reach its objectives. It is also called manpower planning.
Human Resource Planning (HRP)
A slide on Human Resource Planning. It contains the concept , objectives, importance and process of human resource planning.
Ppt on human resurces planning
This document discusses human resource planning, including its definition, objectives, importance, process, and techniques. It defines HRP as balancing required and acquired human resources to meet organizational objectives. The key aspects covered are:
- HRP includes forecasting demand and supply of employees, identifying surpluses or shortages, and addressing them through actions like recruitment or redundancy.
- Factors like organizational growth, environment, and technology impact HRP. Techniques used include managerial judgment, ratio analysis, and mathematical models.
- Labour market analysis studies supply and demand forces for different jobs. Inventorying methods identify employee characteristics and capabilities.
Hr Planning
Human resource planning is the process of systematically anticipating and carrying out the movement of people into, within, and out of an organization. It involves determining future quantitative and qualitative staffing needs, and developing activities to meet those needs. The key objectives of HRP are deciding organizational goals, estimating future human resource requirements, and auditing current human resources.
Unit 1-120510090718-phpapp01
Human resource planning is a process to forecast future human resource needs and develop plans to meet those needs. It involves analyzing current human resources, forecasting future needs, and developing programs to address any surpluses or shortages. The goals are to ensure the right number and type of people are available at the right times, and to maximize the return on investment in human resources. Key aspects of human resource planning include forecasting techniques, analyzing the labor market, conducting manpower inventories, and developing implementation and evaluation processes.
Unit 1 hrp
HRP unit 1, JNTUA, Umrez, Ramanjaneyulu, Macro and micro level manpower planning, significance, process, factors influencing.
HRP.pptx
1. Human resource planning is the process of determining an organization's current and future human resource needs to meet its strategic goals. It involves forecasting personnel needs, assessing available personnel, and developing programs to ensure the right people are available at the right time.
2. The planning process includes environmental scanning, setting organizational objectives and policies, forecasting HR demand and supply, developing HR programs, implementation, and control/evaluation.
3. Barriers to effective human resource planning include the principle of at-will employment, HR not being seen as strategic partners, financial forecasting taking precedence over HR planning, and conflicts between short-term and long-term goals.
HRP_Module-2_Project Report.pdf
The document provides a summary of a study on human resource planning conducted at Archer Tech Pvt. Ltd. It analyzes the current workforce profile, including demographics related to gender diversity, age distribution, skills/competencies, average tenure, and turnover rates. It also outlines the objectives and limitations of the study and research methodology used. Key findings include that the current workforce needs shifting to a new business vertical and upskilling in new technologies. The demographic profile of top critical positions shows an average age of 38, mostly male, Indian/American nationality, and average salary and experience.
HRP_Module-2_Project Report.pdf
The document discusses a study on human resource planning conducted at Archer Tech Pvt. Ltd. It analyzes the company's current workforce profile, including demographics related to gender diversity, age distribution, skills/competencies, tenure, and turnover rates. The profile found that 80% of the workforce is male, 30% are aged 21-35, and the average tenure is 7 years. While current skills meet expectations, future skills needed for new projects are lacking. Turnover is around 15% annually. The study aims to understand workforce needs and identify gaps to effectively plan human resources.
HRP_Module-2_Project Report.pdf
The document summarizes the current workforce profile of Archer Tech Pvt. Ltd., an application development company. It analyzes demographics such as gender diversity (80% male, 20% female), age distribution (30% aged 21-35, 35% aged 35-42), skills and competencies (88% proficient in task A but only 3% in task H), average tenure (30% with over 10 years, 15% with 1-3 years), and turnover rates (12% voluntary, 14% involuntary in 2017). It also provides the demographic profile of top critical positions, noting an average age of 38, majority male gender, Indian/American nationality, and other details. The company needs to shift 30%
unit 2 Manpower planning.pptx
Manpower planning involves estimating personnel needs over time based on skills required. It assesses current human resources and forecasts future demand and supply. The process matches demand and supply to create an action plan addressing shortages or surpluses. This allows recruitment and selection to be based on needs, reduces costs, and ensures manpower is utilized properly by getting the right people in the right positions at the right time.
HRM UNIT 2 DEFINITION IMPORTANCE TYPES .
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.
Human Resource Planning
Human resource planning is the process of forecasting future human resource needs and determining how to meet those needs. It helps ensure an organization has the right number and types of employees at the right times. The human resource planning process involves analyzing the current human resource supply, forecasting future demand, and developing strategies to address any gaps, such as recruiting or training programs. The objectives of human resource planning are to assess future personnel needs, provide a foundation for other HR functions, and help the organization adapt to changes.
Manpower planning-
The document discusses manpower planning, including its definition, importance, objectives, process, current manpower levels, and budgeting. It explains that manpower planning involves forecasting future needs, taking inventory of current employees, identifying gaps, and creating action plans to address shortages or surpluses. It also provides an overview of the current manpower levels and future requirements at different departments of a company.
Human resources planning
The document discusses key aspects of human resource (HR) strategy and strategic HR management. It defines HR strategy as connecting business strategy to HR efforts to build a competitive organization. Strategic HR management integrates HR strategies and systems to achieve business goals while meeting employee needs. The document also outlines areas where HR can make strategic contributions, such as workforce planning, compensation strategies, and measuring HR performance. Finally, it discusses the goals of workforce planning as identifying gaps between current and future human capital needs.
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Human resource planning- (Deepak K Ajayan-MHRM 13- DiST)
- 2. MEANING HRP is understood as the process of forecasting an organization's future demand for, and supply of, the right typeof peoplein theright number.
- 3. After this only the HRM department can initiate the recruitment and selection process Its called by manpower planning, personal planning or employment planning
- 4. DEFINITION OF HRP • It includes the estimation of how many qualified peoplearenecessary to carry out the assigned activities, how many people will be available, and what, if anything, must be done to ensure that personal supply equals personnel demand at the appropriate point in thefuture.
- 5. Basically it’s the process by which an organization ensures that it has the right number & kind of people, at the right place, at the right time, capable of effectively & efficiently completing thosetasksthat will help theorganisation achieveitsoverall objectives.
- 7. 1. Analysing Organizational Objectives: The objective to be achieved in future in various fields such as production, marketing, finance, expansion and sales gives the idea about the work to be done in the organization.
- 8. 2. Inventory of Present Human Resources: From the updated human resource information storage system, the current number of employees, their capacity, performance and potential can be analysed
- 9. To fill the various job requirements, the internal sources (i.e., employees from within the organization) and external sources (i.e., candidates from various placement agencies) can be estimated.
- 10. 3. Forecasting Demand and Supply of Human Resource: The human resources required at different positions according to their job profile are to be estimated. The available internal and external sources to fulfill those requirements are also measured.
- 11. 4. Estimating Manpower Gaps: Comparison of human resource demand and human resource supply will provide with the surplus or deficit of human resource.
- 12. 5. Formulating the Human Resource Action Plan: The human resource plan depends on whether there is deficit or surplus in the organization. Accordingly, the plan may be finalized either for new recruitment, training, interdepartmental transfer in case of deficit of termination, or voluntary retirement schemes and redeployment in case of surplus.
- 13. 6. Monitoring, Control and Feedback: It mainly involves implementation of the human resource action plan. Human resources are allocated according to the requirements, and inventories are updated over a period. The plan is monitored strictly to identify the deficiencies and remove it.
- 14. Comparison between the human resource plan and its actual implementation is done to ensure the appropriate action and the availability of the required number of employees for various jobs.
- 16. 1. FUTUREPERSONNELNEEDS • Surplusor deficiency in staff strength • Resultsin theanomaly of surplus labour with thelack of top executives
- 17. 2. COPING WITHCHANGE Enables an enterprise to cope with changes in competitive forces, markets, technology, products & government regulations
- 18. 3, CREATING HIGHLY TALENTED PERSONNEL HR manager must use his/her ingenuity to attract & retain qualified & skilled personnel Succession planning
- 19. 4, PROTECTION OF WEAKER SECTIONS SC/ST candidates, physically handicapped, children of the socially disabled & physically oppressed and backward classcitizens.
- 20. 5.5. INTERNATIONALSTRATEGIESINTERNATIONALSTRATEGIES Fill key jobs with foreign nationals and re-assignment of employees from within or acrossnational borders
- 21. 6. FOUNDATION FOR PERSONNEL FUNCTIONS Provides information for designing & implementing recruiting, selection, personnel movement (transfers, promotions, layoffs) & training & development
- 22. 7. INCREASING INVESTMENTS IN HUMAN RESOURCES Human assetsincreasein value 8. RESISTANCETO CHANGEAND MOVE Proper planning isrequired to do this
- 23. 9. OTHERBENEFITS • Upper management hasabetter view of theHR dimensionsof businessdecision • Moretimeisprovided to locate talent
- 24. • Better opportunitiesexist to includewomen & minority groups in futuregrowth plans • Better planning of assignmentsto develop managerscan bedone
Editor's Notes
- MAKE PLAN
- Helps Find out the deviates from is standard, normal, or expected.
- It helps to deal effectively with something difficult.
- the quality of being clever, original, and inventive
- key –job : a job that can be evaluated accurately and then used as representative of other similar jobs