The document discusses sustainable human resource planning for construction projects. It begins by introducing the importance of effective planning, particularly for construction projects. The objectives and research questions are then outlined which relate to challenges of HR planning for construction projects. Various aspects of HR planning, sustainable planning for construction projects, impacts of sustainable planning on performance, and causes of failure are then explored over multiple sections. Key recommendations emphasize incorporating strategic planning into construction organizations and applying sustainable HR techniques and tools to assess needs.
This document discusses strategic human resource management. It begins by defining SHRM and explaining its meaning and importance. It then outlines the strategic process, including strategy formulation and strategic implementation. It discusses how SHRM ensures HR is integrated into strategic planning. The document also covers scanning the external environment, SHRM roles and responsibilities, and various HRM strategies.
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.
The document discusses human resource planning, which involves forecasting an organization's future human resource needs based on its goals and strategies, and balancing the forecasted supply and demand of human resources. It provides an overview of the key aspects of human resource planning, including assessing demand and supply, developing objectives, designing and implementing programs, and evaluating outcomes. Quantitative and qualitative techniques for forecasting demand and supply are also described.
This document provides an overview of talent planning and deployment. It discusses strategic talent planning and identifies workforce planning as a systematic process for identifying gaps between today's workforce and tomorrow's workforce. The document outlines the key steps in workforce planning, including defining the future needs of the organization, analyzing the current workforce, identifying gaps, and monitoring and revising the plan. It also discusses using tools like SWOT analysis, opportunity matrices, and threat matrices to aid in talent planning.
This document outlines a two-day training program on strategic workforce planning (SWP) presented by Charles Cotter of Swazi Bank. The training will define SWP, assess current practices, and teach a six-step SWP process involving scanning, profiling, analyzing, developing, implementing, and controlling. Participants will diagnose SWP at Swazi Bank, identify gaps, and recommend improvements to better align SWP with the organization's strategy.
Human resource management involves acquiring, training, appraising, and compensating employees while ensuring labour relations, health, safety, and fairness. It includes planning labour needs, recruiting and selecting candidates, orienting and training new employees, compensating employees, and appraising performance. The goals are to hire the right people, avoid high turnover, encourage performance, avoid legal violations, provide training and development, and ensure safe and fair work practices.
The document outlines best practices for strategic workforce planning (SWP), including defining SWP and diagnosing current practices. It recommends a 6-step SWP process of scanning, profiling, analyzing, developing, implementing, and controlling. Research shows that while many companies have some workforce planning, few take a strategic, long-term approach aligned with business strategies. The presentation provides guidance on applying an effective SWP process to gain a clear view of talent needs and ensure workforce alignment with organizational strategy.
This document discusses strategic human resource management. It begins by defining SHRM and explaining its meaning and importance. It then outlines the strategic process, including strategy formulation and strategic implementation. It discusses how SHRM ensures HR is integrated into strategic planning. The document also covers scanning the external environment, SHRM roles and responsibilities, and various HRM strategies.
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.
The document discusses human resource planning, which involves forecasting an organization's future human resource needs based on its goals and strategies, and balancing the forecasted supply and demand of human resources. It provides an overview of the key aspects of human resource planning, including assessing demand and supply, developing objectives, designing and implementing programs, and evaluating outcomes. Quantitative and qualitative techniques for forecasting demand and supply are also described.
This document provides an overview of talent planning and deployment. It discusses strategic talent planning and identifies workforce planning as a systematic process for identifying gaps between today's workforce and tomorrow's workforce. The document outlines the key steps in workforce planning, including defining the future needs of the organization, analyzing the current workforce, identifying gaps, and monitoring and revising the plan. It also discusses using tools like SWOT analysis, opportunity matrices, and threat matrices to aid in talent planning.
This document outlines a two-day training program on strategic workforce planning (SWP) presented by Charles Cotter of Swazi Bank. The training will define SWP, assess current practices, and teach a six-step SWP process involving scanning, profiling, analyzing, developing, implementing, and controlling. Participants will diagnose SWP at Swazi Bank, identify gaps, and recommend improvements to better align SWP with the organization's strategy.
Human resource management involves acquiring, training, appraising, and compensating employees while ensuring labour relations, health, safety, and fairness. It includes planning labour needs, recruiting and selecting candidates, orienting and training new employees, compensating employees, and appraising performance. The goals are to hire the right people, avoid high turnover, encourage performance, avoid legal violations, provide training and development, and ensure safe and fair work practices.
The document outlines best practices for strategic workforce planning (SWP), including defining SWP and diagnosing current practices. It recommends a 6-step SWP process of scanning, profiling, analyzing, developing, implementing, and controlling. Research shows that while many companies have some workforce planning, few take a strategic, long-term approach aligned with business strategies. The presentation provides guidance on applying an effective SWP process to gain a clear view of talent needs and ensure workforce alignment with organizational strategy.
This document outlines a resourcing strategy for human resource management. It discusses obtaining the right workforce with the appropriate skills and potential through recruitment and selection. It describes using scenario planning to estimate future human resource needs under different internal and external conditions. The document also covers forecasting demand and supply of workers, analyzing deficits or surpluses, and developing action plans around resourcing, flexibility, and retention to address imbalances.
The document discusses job analyses and human resource planning and selection. It defines HR planning as ensuring an organization has the right number and type of employees with the right skills in the right places. Effective HR planning is important for meeting business objectives and gaining a competitive advantage. The key aspects of HR planning covered include linking it to organizational strategy, importance, processes, forecasting labor demand and supply, and common pitfalls. Job analysis is defined as collecting information on job tasks, responsibilities, skills and requirements. Methods of job analysis include questionnaires, observation, interviews and combining approaches. HR planning and job analysis are important for strategic planning, recruitment, performance management and other HR functions.
Human resource planning involves forecasting an organization's future human resource needs and ensuring the right number and quality of employees are available at the right time. The objectives of human resource planning include maintaining sufficient qualified staff, forecasting attrition, planning for expansion, addressing technological changes, developing existing employees, optimizing staffing, and handling contingencies. Human resource planning occurs at the corporate, intermediate, operational, and short-term levels. The process involves analyzing strategy, forecasting needs, assessing current staff, developing action plans, and inventorying skills.
The document discusses the importance of human resource planning (HRP) for organizations. It outlines the key steps in the HRP process as: 1) environmental scanning, 2) defining organizational objectives and policies, 3) forecasting HR demand, 4) forecasting HR supply, 5) analyzing gaps between demand and supply, and 6) developing solutions to address gaps. An effective HRP ensures the right people are available at the right time through recruitment, training, succession planning and other retention activities.
Human resources planning involves 3 key steps: 1) forecasting future HR needs, 2) setting goals and aligning with strategic planning, and 3) implementing strategies to address surpluses or shortages. Some common strategies include downsizing, early retirement programs, employing temporary workers, and outsourcing. While flexible, temporary workers can reduce customer loyalty. Effective HR planning links personnel needs with organizational objectives and helps avoid costly, reactive decisions.
The document discusses human resource planning, including what it is, why it is important, and how it is done. It describes human resource planning as involving forecasting an organization's human resource needs and developing plans to meet those needs. The key aspects of human resource planning discussed are analyzing supply and demand, developing action plans to address surpluses or shortages, and linking it to the organization's strategic planning process.
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.
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.
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 current staffing levels, forecasting future demand, forecasting future supply internally and externally, identifying gaps between demand and supply, and developing action plans to address surpluses or shortages. The goal is to ensure the right number and types of employees are available at the right times to help the organization achieve its goals. HRP should be integrated with the organization's overall strategic plan and involve ongoing evaluation and refinement.
Manpower planning, also called human resource planning, involves analyzing current human resources and making forecasts to determine future needs. This allows organizations to develop employment programs, training programs, and ensure they have the right employees with the right skills at the right time. Manpower planning benefits organizations by helping them identify and address potential surpluses or shortages, reduce costs, and improve productivity through efficient resource utilization.
Project Home Run was a two-year initiative to transform the human resources (HR) function at the New York City Department of Education (DOE) to better support the organization's goals. The project centralized administrative tasks, established HR centers of expertise, and refocused school-facing HR partners on strategic support. This led to improved recruitment and retention, enhanced HR staff capabilities, and allowed HR to focus on program design instead of administrative work. The transformation faced challenges such as resistance to change, unclear decision-making processes, and operating within a public education system, but demonstrated that private sector HR best practices can succeed in the public sector as well.
Effective Talent Management Strategy: Adapting Practices and PlansWowledge
Practice 4 of an Effective Talent Management Strategy illustrates how to adapt practices and create plans to implement or improve talent management programs.
This Practice Guide provided by Wowledge is part of a series with four practices needed to craft an effective Talent Management Strategy, including specific steps and tools. The complete series included at this level are:
1 - Selecting areas of focus aligned with business and talent management drivers.
2 - Assessing talent management needs and aspirations to establish best practices to target.
3 - Defining priorities and a talent management programs’ roadmap to achieve an upgraded state.
4 - Adapting practices and creating plans to implement or improve talent management programs.
Progression overviews and practice guides on these topics and other key HR programs available to members at https://wowledge.com/
Wowledge is the expert-driven platform for lean teams building modern HR programs. Members enjoy access to up-to-date best practices, step-by-step guides, tools, templates, and insights to accelerate the design and implementation of all key HR programs and processes.
Since each organization has unique characteristics, needs, and aspirations, Wowledge's practices are developed utilizing an exclusive stage-based approach – from Core to Advanced to Emerging – that reflects distinct levels of sophistication to meet our members where they are.
Get started for FREE at Wowledge.com
Human resources planning identifies current and future human resource needs to achieve organizational goals. It should link to the overall strategic plan. An aging workforce and demands for qualified workers underscore the importance of effective planning. Planning includes creating strategies for recruitment, retention, flexibility, talent management, and absence management. Best practices define needed human resources to achieve goals, including numbers, competencies, and timing. Competency-based management assesses gaps between current and needed capacities, and designs programs to close gaps like hiring, learning, and succession. Planning is ongoing to best use an organization's human resources by ensuring fit between employees and jobs while avoiding shortages or surpluses.
MBA SEM 3 |HR PAPER 1| MODULE 1|
MANPOWER PLANNING , RECRUITMENT & SELECTION|
Mod 1
RTMNU NAGPUR UNIVERSITY
By Jayanti R Pande
#JRP #JRPNotes #JayantiPandeNotes #MBA #HR
This document is a paper on manpower planning as an aspect of employee retention. It was prepared by Taruna R. Desaria for the M.E-Construction Engineering & Management program at Birla Vishvakarma Mahavidhyalaya, Gujarat Technological University under the guidance of Prof. Jayeshkumar R. Pitroda. The paper discusses the processes involved in manpower planning, including analyzing current workforce inventory, making future forecasts, developing employment programs, and designing training programs. It explains that manpower planning helps ensure the right people are in the right jobs at the right time to achieve organizational goals and facilitate employee retention.
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.
Strategic workforce planning involves (1) assessing the organization's strategy and future workforce needs, (2) collecting internal and external data on the current workforce and labor market, (3) analyzing gaps between current and future needs, and (4) developing strategies to address gaps. The process ensures the organization has the right employees with the right skills to meet its strategic goals.
Manpower planning involves analyzing the current workforce, forecasting future needs, and developing employment programs and training to ensure the right people are in the right jobs. It is a systematic process that matches organizational goals with human resources. Key aspects of manpower planning include analyzing current employees, projecting future needs using techniques like trend analysis, developing recruitment and training programs, and ensuring efficient utilization of personnel for higher productivity. It helps identify shortages or surpluses, reduce costs, utilize talents, and support organizational growth. Manpower planning occurs over both short and long terms.
This document discusses education for sustainable development in humanitarian logistics. It presents a theoretical model exploring how teaching humanitarian logistics (HL) at universities can help increase HL performance and reduce suffering. A survey was conducted and covariance-based structure equation modeling was used to analyze the data. The results showed that teaching HL at university plays an important role in enhancing HL performance and is a suitable approach for sustainable development in HL. Educating students in HL can help prepare them to support disaster victims and work in relief operations.
This document discusses a proposed model investigating the effects of psychological safety and social agile practices on team performance in agile information systems development (AISD). The model suggests that social agile practices positively influence psychological safety, which in turn positively impacts transparency, communication, and productivity in AISD teams. The model is based on a literature review and evaluated through case studies of AISD teams in insurance and software companies. Results from the case studies provide preliminary support for the model and its propositions.
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This document outlines a resourcing strategy for human resource management. It discusses obtaining the right workforce with the appropriate skills and potential through recruitment and selection. It describes using scenario planning to estimate future human resource needs under different internal and external conditions. The document also covers forecasting demand and supply of workers, analyzing deficits or surpluses, and developing action plans around resourcing, flexibility, and retention to address imbalances.
The document discusses job analyses and human resource planning and selection. It defines HR planning as ensuring an organization has the right number and type of employees with the right skills in the right places. Effective HR planning is important for meeting business objectives and gaining a competitive advantage. The key aspects of HR planning covered include linking it to organizational strategy, importance, processes, forecasting labor demand and supply, and common pitfalls. Job analysis is defined as collecting information on job tasks, responsibilities, skills and requirements. Methods of job analysis include questionnaires, observation, interviews and combining approaches. HR planning and job analysis are important for strategic planning, recruitment, performance management and other HR functions.
Human resource planning involves forecasting an organization's future human resource needs and ensuring the right number and quality of employees are available at the right time. The objectives of human resource planning include maintaining sufficient qualified staff, forecasting attrition, planning for expansion, addressing technological changes, developing existing employees, optimizing staffing, and handling contingencies. Human resource planning occurs at the corporate, intermediate, operational, and short-term levels. The process involves analyzing strategy, forecasting needs, assessing current staff, developing action plans, and inventorying skills.
The document discusses the importance of human resource planning (HRP) for organizations. It outlines the key steps in the HRP process as: 1) environmental scanning, 2) defining organizational objectives and policies, 3) forecasting HR demand, 4) forecasting HR supply, 5) analyzing gaps between demand and supply, and 6) developing solutions to address gaps. An effective HRP ensures the right people are available at the right time through recruitment, training, succession planning and other retention activities.
Human resources planning involves 3 key steps: 1) forecasting future HR needs, 2) setting goals and aligning with strategic planning, and 3) implementing strategies to address surpluses or shortages. Some common strategies include downsizing, early retirement programs, employing temporary workers, and outsourcing. While flexible, temporary workers can reduce customer loyalty. Effective HR planning links personnel needs with organizational objectives and helps avoid costly, reactive decisions.
The document discusses human resource planning, including what it is, why it is important, and how it is done. It describes human resource planning as involving forecasting an organization's human resource needs and developing plans to meet those needs. The key aspects of human resource planning discussed are analyzing supply and demand, developing action plans to address surpluses or shortages, and linking it to the organization's strategic planning process.
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.
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.
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 current staffing levels, forecasting future demand, forecasting future supply internally and externally, identifying gaps between demand and supply, and developing action plans to address surpluses or shortages. The goal is to ensure the right number and types of employees are available at the right times to help the organization achieve its goals. HRP should be integrated with the organization's overall strategic plan and involve ongoing evaluation and refinement.
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Project Home Run was a two-year initiative to transform the human resources (HR) function at the New York City Department of Education (DOE) to better support the organization's goals. The project centralized administrative tasks, established HR centers of expertise, and refocused school-facing HR partners on strategic support. This led to improved recruitment and retention, enhanced HR staff capabilities, and allowed HR to focus on program design instead of administrative work. The transformation faced challenges such as resistance to change, unclear decision-making processes, and operating within a public education system, but demonstrated that private sector HR best practices can succeed in the public sector as well.
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2 - Assessing talent management needs and aspirations to establish best practices to target.
3 - Defining priorities and a talent management programs’ roadmap to achieve an upgraded state.
4 - Adapting practices and creating plans to implement or improve talent management programs.
Progression overviews and practice guides on these topics and other key HR programs available to members at https://wowledge.com/
Wowledge is the expert-driven platform for lean teams building modern HR programs. Members enjoy access to up-to-date best practices, step-by-step guides, tools, templates, and insights to accelerate the design and implementation of all key HR programs and processes.
Since each organization has unique characteristics, needs, and aspirations, Wowledge's practices are developed utilizing an exclusive stage-based approach – from Core to Advanced to Emerging – that reflects distinct levels of sophistication to meet our members where they are.
Get started for FREE at Wowledge.com
Human resources planning identifies current and future human resource needs to achieve organizational goals. It should link to the overall strategic plan. An aging workforce and demands for qualified workers underscore the importance of effective planning. Planning includes creating strategies for recruitment, retention, flexibility, talent management, and absence management. Best practices define needed human resources to achieve goals, including numbers, competencies, and timing. Competency-based management assesses gaps between current and needed capacities, and designs programs to close gaps like hiring, learning, and succession. Planning is ongoing to best use an organization's human resources by ensuring fit between employees and jobs while avoiding shortages or surpluses.
MBA SEM 3 |HR PAPER 1| MODULE 1|
MANPOWER PLANNING , RECRUITMENT & SELECTION|
Mod 1
RTMNU NAGPUR UNIVERSITY
By Jayanti R Pande
#JRP #JRPNotes #JayantiPandeNotes #MBA #HR
This document is a paper on manpower planning as an aspect of employee retention. It was prepared by Taruna R. Desaria for the M.E-Construction Engineering & Management program at Birla Vishvakarma Mahavidhyalaya, Gujarat Technological University under the guidance of Prof. Jayeshkumar R. Pitroda. The paper discusses the processes involved in manpower planning, including analyzing current workforce inventory, making future forecasts, developing employment programs, and designing training programs. It explains that manpower planning helps ensure the right people are in the right jobs at the right time to achieve organizational goals and facilitate employee retention.
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.
Strategic workforce planning involves (1) assessing the organization's strategy and future workforce needs, (2) collecting internal and external data on the current workforce and labor market, (3) analyzing gaps between current and future needs, and (4) developing strategies to address gaps. The process ensures the organization has the right employees with the right skills to meet its strategic goals.
Manpower planning involves analyzing the current workforce, forecasting future needs, and developing employment programs and training to ensure the right people are in the right jobs. It is a systematic process that matches organizational goals with human resources. Key aspects of manpower planning include analyzing current employees, projecting future needs using techniques like trend analysis, developing recruitment and training programs, and ensuring efficient utilization of personnel for higher productivity. It helps identify shortages or surpluses, reduce costs, utilize talents, and support organizational growth. Manpower planning occurs over both short and long terms.
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Market Signals – Global Job Market Trends – May 2024 summarized!Career Angels
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2. THE SUSTAINABILITY OF HUMAN RESOURCE PLANNING FOR CONSTRUCTION
PROJECTS
Introduction:
Effective Planning before implementation is significant for successful delivery of every project but there
are indications of inadequate efforts and time in planning construction projects especially at tender
process.
Nevertheless, the significant factor in implementing organization's planning policy in construction is the
need of each employee performance measurement through effective training.
Objectives:
• To critically review literature relating to challenges of HR planning for construction projects and
develop proper understanding of current situation in Construction industry;
• To collect data from contracting organizations including Wolverhampton city council on challenges of
HR planning for construction projects;
3. • To analyze data collected and validate a framework that could help stakeholders focuses their
priorities of sustainable HR planning for construction projects.
• To draw conclusions on the relevance of sustainable HR planning for construction projects and makes
recommendations to practitioners and for future research.
Research Questions:
• What is the relationship between HR planning and construction project productivity;
• How can sustainable Human Resource planning be used to improve individual and team performance
at both construction organization and project levels
4. 2.1 HR PLANNING IN CONSTRUCTION
A process that ascertains current and future organizational human resources needs to achieve
organizational goals is described as Human Resource Planning. However, HR planning should be the
link between HRM and the overall organizational strategic plan.
HR planning is a way that an organization estimates the demand for workforce and evaluates its nature,
size and sources of supply to meet the demand.
Nonetheless, construction firms must ensure that current and future market analysis are carried out to
meet functions of HR planning thereby ensuring that right percentage of individuals with right skill are
considered.
2.1.3Internal Availability Analysis:
2.1.4 Employee Turnover Analysis
5. 2.2 SUSTAINABLE HR FOR PLANNING FOR CONSTRUCTION PROJECTS
Project HR manager must possessed wide knowledge about market, product and method the
organization is operating. This will allow project work analysis and labor requirement be carried out.
Techniques and Tools for Project Organizational Planning:
• Project Templates- Since every project is distinctive, definitions of responsibility of a distinctive,
definitions of responsibility of a of organizational planning in a new project.
• Human resource procedures and practices – Many organizations operates different guidelines, policies
and procedure with series of facets of organizational planning that can support project team. Example
is where organizations allow a manager to perform his duties like a coach.
• Analysis of Stakeholder– The needs of stakeholders should be identified, analyzed and met.
6. 2.3 IMPACTS OF SUSTAINABLE HR PLANNING ON PERFORMANCE
• Enhance Technical Performance-
• Increases Technical Innovations-
• Improves Effectiveness In execution Of Project
• Increases Personal Growth
• Boost Business Performance-
7. CAUSES OF FAILURE OF HR PLANNING
• Poor management and leadership commitment
• Poor organisation’s management support;
• Poor commitment of stakeholders concerning HR practices
• Resistance to change in new HR techniques and tools
• Neglect of significance of HR involvement in a project
8. CONCLUSION & RECOMMENDATIONS
The key consideration factors for Sustainable Project HR Planning (Organization's structure with
responsibilities given to right individuals and assessment of current resources) will bring about
putting into practice of new HR Planning technique and tools for construction project.
Strategic plan should be incorporated into construction organization system;
HR planning objective should be incorporated into the construction organizational strategic plans
Concerted efforts should be maintained by strategic decision makers in construction organizations to
encourage contemplative learning and incessant improvements through training for individuals and
teams;
Sustainable application of HR technique and tools application should be encouraged to assess the
need organization and projects.
9. 9
THE ROLE OF HRP
Definition:
“The process for ensuring that the HR requirements of an organization are identified and
plans are made for satisfying those requirements.”
Activities involved:
1. Identify and acquire the right number of people with the proper skills.
2. Motivate them to achieve high performance.
3. Create interactive links between business objectives and people-planning activities.
10. 10
HIGH COMMITMENT MANAGEMENT STRATEGY
Create functional flexibility
Design jobs to provide intrinsic motivation
Eemphasize team working
De-emphasise hierarchies and status differentials
Increase employment security
Reward people on basis of organizational performance
Enact organization-specific values and a culture that bind the organization together and
give it focus
11. 11
THE HRP PROCESS
Four main categories of staff:
Existing staff
New recruits
Potential staff
Leavers
15. 15
THE PROCESS
Corporate
objectives
Demand for
personnel
Market demand Assess personnel
supply
Labour market
Existing potential
Personnel estimates
Recruitment plans Training plans Promotion/successio
n
Pay/productivity
proposals
Retirement/redundan
cy programmes
Periodic reviews
16. 16
AIMS OF HUMAN RESOURCE PLANNING
Attract and retain the number of people required with the appropriate skills, expertise and
competencies;
Anticipate the problems of potential surpluses or deficits of people;
Develop a well trained and flexible workforce to contribute to the organisation’s ability to
adapt to an uncertain and changing environment;
Reduce dependence on external recruitment when key skills are in short supply by
formulating retention, as well as employee development strategies;
Improve the utilization of people by introducing more flexible systems of work.
17. 17
SOME USEFUL TIPS FOR PRACTICE
Resourcing strategy
Scenario planning
Estimating future requirements
Labour turnover
Action planning
18. 18
RESOURCING STRATEGY
Components:
Resourcing plans
Find people from within and/or train to help people learn new skills
If not attract high quality candidates as ‘employer of choice’
Flexibility plans
To enable the best use of people and to adapt swiftly to changing
circumstances
Retention plans
To retain the people we need – loyalty & commitment
19. 19
RESOURCING STRATEGY
Checklist:
In the light of the business plan how many people do we need in each of our key operational
or functional areas in the short and longer term?
What skills are we likely to need in the future?
Will we be able to meet them from within the organization? If not … what… where?
Do we have problems in attracting and retaining key staff?
Is there scope to make better use of people by increasing flexibility?
20. 20
SCENARIO PLANNING
Aim:
To obtain a better understanding of the possible situations that may have to be dealt with in the
future
That involves:
An intellectual process seeking to identify issues and to examine the possible consequences of
events
To open minds to a range of possibilities that organisations may have to confront
Possibilities are then ordered to produce a series of internally consistent pictures of alternative
futures
Broad assessments of likely internal development (Where do we want to go from here?) and the
likely implications on people requirements.
21. 21
ESTIMATING FUTURE REQUIREMENTS
Demand forecasting
Ideally based on annual budgets and longer term business plans – translating
plans into activity levels for each function/department (e.g. setting up a new
regional office)
Techniques include:
Managerial judgement (close to scenario planning)
Ratio trend analysis (study of past ratios to predict)
Work study techniques (work measurements to calculate how long operations take and
number of people)
22. 22
LABOUR TURNOVER
Analysing the numbers of people leaving the
organisation – wastage
Some aspects of labour turnover:
Significance
Methods of measurement
Cost
23. 23
SIGNIFICANCE OF LABOUR TURNOVER
A graphic illustration of the turbulence within an organisation
High levels can:
Destabilise a business
Demotivate people
Rises in recruitment, induction and training costs
may be a function of negative job attitudes, low job satisfaction and better opportunities elsewhere
Normal part of organisational functioning – acceptable levels can be beneficial