MM Bagali .... HR Planning .....HR ,,,,,,HRM..... HRD
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MM Bagali .... HR Planning .....HR ,,,,,,HRM..... HRD
- 1. human resources planning: estimating HR requirements The search for GLOBAL Human Resources
- 2. 21st Century Organizational Trends
- 3. Big Trends
 
 Cloud Technology
 Social Media
 Big data
 
 et al …….

- 4. 21st Century Organizational Trends Competition is Global Competencies also have gone global Speed has become a Competitive advantage Quality is the buzzword Knowledge Employees Improvement at a Fast Rate Global Efficiency Work force Diversity
- 5. cont: Global Corporate Evolution Changing Global Workforce Emergence of Learning Organization Cross Cultural Diversity High Rate of Technology Employment or Employability Changing Economic Activity Corporate Restructuring (M / A) 5
- 6. The search for GLOBAL Human Resources
- 7. Human Resources Planning HRP is the process by which the organization anticipates filling staffing needs and plan progress to ensure that correct number and type of employees are available when they are needed 7
- 8. Human Resources Planning HRP is the judgmental method as to how many, what type, where, when, why of P E O P L E for future of the organization 8
- 9. employee with … Business Driven Strategic Thinker Value Driven Change Agent Research Driven 9 Good Human Being
- 11. The future Employees profile Self-reliant Expert Networker Resilient 11 Self-reliant Initiative Vision Creativity Risk Taking Self motivation Enthusiasm Professionalism Up-to-date knowledge Intellectual curiosity Life long learning Communication skills Negotiation skills Problem-solving skills Project management Open minded Stress tolerance Team working Adaptability Determination Â
- 12. Sum Total of HRP Organization Vision Where we Are Plan to Reach Action Are we there Look at all the Step
- 13. Semantic HR Planning Exercise
- 15. The Future Growth Area / Competition Technology Change Work Methods Location of the Plant Company Systems Culture Leadership Practices 15
- 16. cont: Social Concern Economic Factors Labour Market Demographic Trends Financial Resources (Standing) Trend Analysis … Market, HR, Workforce 16
- 17. CEO Thinking during 
 HR Planning Government Economic Situation Energy Status Political Situation Legal Proposals Social Background Educational Standards Demographics composition Technology Development Management Methods 17
- 18. cont: Skill Employee possess/ analysis Are good in what Level of Competences (CMM) Potential Appraisal Effective and Efficiency analysis Educational Profile (Mix) 18
- 19. cont: Demand analysis Supply analysis Local Market condition General Economic condition Occupational Market conditions Cost Training and Development 19
- 20. A MODEL of SHRP Economy Technology Competition Demographic trends Social trends Government Regulation Analysis from External Environment
- 21. A MODEL of SHRP Business Plans Current HR Turnover / MobilityStrategy Expansion growth Analysis from Internal Environment
- 22. Ways to look at Effective Manpower Planning • Company's Goals / Objectives • Skill Profile Inventory • Employee Profile Inventory • Job-Man Match Methodology • Demand Analysis / Gap Analysis • HR Objectives 22
- 23. cont: • Growth Needs • Mergers • Legal Environment • Business Environment 23
- 24. Module 3 some aspects of HR planning
- 25. HRIS All the Information of Employee / Prospective for future Planning Primary source of occupational information Every occupation requires a different mix of knowledge, skills, and abilities, and is performed using a variety of activities and tasks.
- 28. Job Evaluation Title of the Job Perceived impact of the job Task involved Worth of the job is evaluated Work load Salary Wage Duty / Responsibility Mental-Physical efforts needed / required 28
- 29. Job Analysis What each Job Objective is !!! What the job requires from you How each job fits into organization The Personality required Skills demand Work knowledge Work activity Work style Work values Work ethics Tools and Technology 29
- 30. Job Description Particular of the JOBS Title / Duty - Task / Responsibility / Skills required Conditions of Work Span of Control Career Oppournity Health Hazards Reporting Relationships 30
- 31. Job Specification Employee Characteristic needed for the job Physical / Psychological / Social requirements Education / Experience / Personality requirements (1) Education
 (2) Experience
 (3) Knowledge
 (4) Physical demands
 (5) Mental demands
 (6) Responsibility for equipment & work processes
 (7) Responsibility for materials & products
 (8) Responsibility for safety
 (9) Responsibility for the work of others
 (10) Working conditions
 (11) Job hazards 31
- 32. Person Requirements The required Human aspects like : Physical IQ Aptitude Personality Motivations Skills Social Technical Human Job related 32
- 35. HR’s Role in Succession Planning Identifying development needs of the workforce Assisting in identifying needed future job skills Noting employees who might fill future positions Communicating the succession planning process to employees Tracing and regularly updating succession plan efforts Succession Planning
- 36. Succession Planning Decisions Succession 
 Planning Considerations “Make or Buy” Talent Potential versus Performance Succession Planning Metrics Computerized Succession 
 Planning Models
- 39. Values and Benefits of Succession Planning • Having an adequate supply of employees to fill future key openings • Providing career paths and plans for employees, which aids in employee retention and performance motivation • Continually reviewing the need for individuals as organizational changes occur • Enhancing the organizational “brand” and reputation as a desirable place to work
- 40. Common Succession Planning Mistakes • Focusing only on CEO and top management succession • Starting too late, when openings are occurring • Not linking well to strategic plans • Allowing the CEO to direct the planning and make all succession decisions • Looking only internally for succession candidates
- 41. Careers and Career Planning • Career ➢The series of work-related positions a person occupies through life. • Career Paths ➢Represent employees’ movements through opportunities over time.
- 42. Different Views of Careers Individual Career Views Protean career Career without boundaries Portfolio career Authentic career
- 43. Careers and Career Planning (cont’d) • Organization-Centered Career Planning ➢Focuses on jobs and on identifying career paths that provide for the logical progression of people between jobs in the organization. • Individual-Centered Career Planning ➢Focuses on an individual’s career rather than in organizational needs.
- 44. Organizational and Individual Career Planning Perspectives
- 45. Individual-Centered Career Planning Individual Career Management Self-Assessment Feedback 
 on Reality Setting of 
 Career Goals
- 46. Individual Career Choices Career Choice Interests Self-Image Personality Social Background
- 49. Career Transitions and HR Entry Shock for New Employees Supervisors Feedback Time The Work
- 50. Special Individual Career Issues Special Individual Career 
 Issues Technical and Professional Workers
 Dual Career Ladders Women and Careers
 Sequencing
 Glass Ceiling Dual-Career Couples
 Family-Career Issues
 Relocation Global Career Concerns
 Repatriation
 Global Development
- 51. Developing Human Resources • Development ➢Efforts to improve employees’ abilities to handle a variety of assignments and to cultivate employees’ capabilities beyond those required by the current job. • Developing Specific Capabilities/Competencies ➢Lifelong learning ➢Redevelopment
- 52. Possible Development Focuses For Managers For Technical Personnel • An action orientation • Quality decision-making skills • Ethical values • Technical skills • Team building • Developing subordinates • Direct others • Dealing with uncertainty • Ability to work under pressure • Ability to work independently • To solve problems quickly • To use past knowledge in a new situation
- 54. Developing Human Resources (cont’d) Employee Development 
 Needs Analysis Methods Assessment Centers Psychological Testing Performance Appraisals
- 56. Possible Means for Developing Employees 
 in a Learning Organization
- 57. Management Lessons Learned from Job Experience
- 58. Supervisor Development Supervisor Development Topics Basic management responsibilities Time 
 management Human relations training
- 60. Stages in Management Mentoring Relationships
- 61. Problems with Management Development Efforts Common Problems in Management Development Failing to conduct an adequate needs analysis Trying out fad programs or training methods Substituting training instead of selecting qualified individuals Failing to address organizational factors that result in encapsulated development