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Human Resource Planning: ........................................................................................................................... 2 Process of Human Resource Planning: ......................................................................................................... 3 Assessing the Current HR Capacity: .......................................................................................................... 3 HR Demand Forecasting:........................................................................................................................... 3 Forecasting Techniques: ....................................................................................................................... 4 HR Supply Forecasting: ......................................................................................................................... 6 Reasons for Supply Forecasting are: ..................................................................................................... 6 Area of HR Forecasting: ........................................................................................................................ 6 Gap analysis .............................................................................................................................................. 8 Developing HR strategies to support organizational strategies: .............................................................. 8 HR strategies: ................................................................................................................................................ 9 Restructuring Strategies: .......................................................................................................................... 9 Training and development strategies: ...................................................................................................... 9 Recruitment strategies.............................................................................................................................. 9 Outsourcing strategies ............................................................................................................................ 10 Collaboration strategies: ......................................................................................................................... 10 Factors Affecting HR Planning: .................................................................................................................... 11 Types and strategies of organization: ..................................................................................................... 11 Organizational growth and planning: ..................................................................................................... 12 Environmental uncertainties: ................................................................................................................. 12 Time horizons:......................................................................................................................................... 12 Type and quality of fore-casting information: ........................................................................................ 13 Nature of jobs being filled: ..................................................................................................................... 13 Off-loading the work: .............................................................................................................................. 14
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HR Demand Forecasting:
HR Demand Forecasting is the process of estimating the future quantity and quality of people required. The basis of the forecast must be the annual budget and long term corporate plan, translated into activity levels for each functions and department, In a manufacturing company , the sales budget would be translated into a production plan giving the number and type of products to be produced in each period. From this information, the number of hours to be worked by each skilled category to make the quota for each period would be computed.
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Once the hours are available, determining the quality and quantity of personnel will be the logical step. Demand forecasting must consider several factors- both external as well as internal. Among the external factors are competition (FOREIGN & DOMESTIC), economic climate, laws and regulatory bodies, changes in technology, and social factors. Internal factors include budget constraints production levels, new products and services organizational structure, and employee separation. DF is common among organizations; though they may not do personnel supply forecasting.
Forecasting Techniques:
I.
together, discuss and arrive at a figure which would be the future demand for labor. The technique may involve a BOTTOM-UP or a TOP-DOWN approach. In the first, line managers submit their departmental proposals to top managers who arrive at the company forecasts. In the TOP-DOWN approach, top managers prepare company and departmental forecasts. The forecasts are reviewed with departmental heads and agreed upon. Neither of these approach is accurate-a combination of the two could yield positive results. In both the approaches managers are provided with broad guidelines. In consultation of HRM department, departmental heads prepare forecasts for their respective departments. Simultaneously top HR managers prepare company forecasts. This technique is used in smaller organizations or in those companies where sufficient data base is not available. II. DELPHI Technique: Named after the ancient GREEK oracle at the city of technique is a method of forecasting personnel needs. It
solicits estimates of personnel needs from a group of experts, usually managers. The HRP experts act as intermediary, summaries the various responses and report the findings back to the experts. The experts are surveyed again after they receive this feedback. Summaries and surveys are repeated until the experts opinions begin to agree. The agreement reached is the forecast of the personnel
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needs. The distinguishing feature of the Delphi technique is the interaction among experts. III. Work Study Technique: It can be used when it is possible to apply work
measurement to calculate the length of operation and the amount of labor required. The starting point in a manufacturing company is the production budget, prepared in terms of volumes of budgets of productive hours for the company as a whole, or volumes of output for individual departments. The budgets of productive hours are then complied using standard hours for direct labor. The standard hours per unit of output are then multiplied by the planned volumes of units to be produced to give the total number of planned hours for the period. This is then divided by the number of actual working hours for an individual operator to show the number of operator required. Allowance will have to be made for absenteeism and idle time. Following is highly simplified example of this procedure. Work Study Technique for direct workers can be combined with ratio analysis to forecast for indirect workers, establishing the ratio between the two categories. The same logic can be extended to any other category of employees. IV. Ratio Trend Analysis: this is the quickest forecasting technique. The
technique involves studying past ratios, say, between the number of workers and sales in an organization and forecasting future ratios, making some allowance for changes in the organization or its methods. The table given below shows how an analysis of actual and forecast ratios, between the number of routine proposals to be processed by an insurance companys underwriting department and the number of underwriters employed could be used to forecast future requirements.
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HR Supply Forecasting:
The next logical step for the management is to determine whether it will be able to procure the required number of personnel and the sourced for such procurement. This information is provided by supply forecasting. Supply forecasting measures the number of people likely to be available from within and outside an organization, after making allowance for absenteeism, internal movements and promotions, wastages and changes in hours and other conditions of work.
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Helps in quantify number of people and positions expected to be available in future to help the organization realize its plan and meet its objectives.
2. 3. 4. 5.
Helps clarify likely staff mixes that will exist in the future. Assess existing staffing levels in different parts of the organization. Prevents storage of people where and when they are most needed. Monitors expected future compliance with legal requirements of job reservation.
Area of HR Forecasting:
1. EXISTING HUMAN RESOURCES: analysis of present employees is greatly facilitated by HR audits. HR audits summaries each employees skill and abilities . The audits of non-managers are called skills inventories and those of the management are called management inventories. Whatever name is used, an inventory catalogues each employees skills and abilities. This summary gives planners a comprehensive understanding of the capabilities found in the organizations workforce.
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2. INTERNAL SUPPLY ANALYSIS: armed with HR audits, planners can proceed with the analysis of internal supply. The techniques used for the purpose are: I. II. III. IV. V. Inflow and out flow Turnover rate Conditions of work and absenteeism Productivity level Movement among jobs
3. EXTERNAL SUPPLY ANALYSIS: the organization needs to look out for prospective employees from external sources. External sources are important for specific reasons; I. II. III. New blood and new experience will be available Organization needs to replenish lost personnel Organizational growth and diversification create the needs to use external sources to obtain additional number and type of employees. IV. Sources of external supply vary from industry to industry, organization to organization and also from one geographical location to another. Some organizations while others achieved excellent results from consultants, competitors or unsolicited applications.
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Gap analysis
The next step is to determine the gap between where your organization wants to be in the future and where you are now. The gap analysis includes identifying the number of staff and the skills and abilities required in the future in comparison to the current situation. You should also look at all your organization's HR management practices to identify practices that could be improved or new practices needed to support the organization's capacity to move forward. Questions to be answered include: What new jobs will we need? What new skills will be required? Do our present employees have the required skills? Are employees currently in positions that use their strengths? Do we have enough managers/supervisors? Are current HR management practices adequate for future needs?
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HR strategies:
Restructuring Strategies:
This strategy includes: i. ii. iii. Reducing staff either by termination or attrition Regrouping tasks to create well designed jobs Reorganizing work units to be more efficient If your assessment indicates that there is an oversupply of skills, there are a variety of options open to assist in the adjustment. Termination of workers gives immediate results. Generally, there will be costs associated with this approach depending on your employment agreements. Notice periods are guaranteed in all provinces.
Recruitment strategies
Recruiting new staff with the skill and abilities that your organization will need in the future, considering all the available options for strategically promoting job openings and encouraging suitable candidates to apply For strategic HR planning, each time you recruit you should be looking at the requirements from a strategic perspective. Perhaps your organization has a need for a
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new fundraiser right now to plan special events as part of your fundraising plan. However, if your organization is considering moving from fundraising through special events to planned giving, your recruitment strategy should be to find someone who can do both to align with the change that you plan for the future.
Outsourcing strategies
Using external individuals or organizations to complete some tasks many organizations look outside their own staff pool and contract for certain skills. This is particularly helpful for accomplishing specific, specialized tasks that don't require ongoing full-time work. Some organizations outsource HR activities, project work or bookkeeping. For example, payroll may be done by an external organization rather than a staff person, a short term project may be done using a consultant, or specific expertise such as legal advice may be purchase from an outside source.
Collaboration strategies:
Finally, the strategic HR planning process may lead to indirect strategies that go beyond your organization. By collaborating with other organizations you may have better success at dealing with a shortage of certain skills. Types of collaboration could include: I. Working together to influence the types of courses offered by educational institutions II. Working with other organizations to prepare future leaders by sharing in the development of promising individuals III. IV. Sharing the costs of training for groups of employees Allowing employees to visit other organizations to gain skills and insight
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contingencies, which reflect different scenarios thereby assuring that the plan is flexible and adaptable.
Environmental uncertainties:
HR managers rarely have the privilege of operating in a stable and predictable environment, political, social and economic changes affect all organizations. Personnel deal with environmental uncertainties by carefully formulating recruitment, selection and training and development policies and programmes .Balancing mechanisms are built into the HRM programmes through succession planning, promotion channels, layoffs, flexible time, job sharing, retirement, VRS and other personnel related arrangements
Time horizons:
Another major factor is personnel planning in Time horizon. On one hand, there are short-term plans which spread over six months to year. On the other hand there are long term plans which spread over three to twenty years. The exact time span, however
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depends on degree of uncertainty prevailing in the environment .Plans for companies operating in an unstable environment, computers for example, must be for a short period. Plans for others were environment is fairly stable, for example a university plan, may be a long-term. In general, the greater the uncertainty is the shorter the plans time horizon and vice versa.
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