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Resource Planning
Learning Outcome:
1. Discuss the role of the human resource in
strategic planning;
2. Explain the two important components in
human resource planning;
3. Discuss the different kinds of planning
techniques in human resource management.
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Human Resource Planning (HRP)
• The process of systematically reviewing
human resource requirements to ensure that
the number of employees matches the
required skills. It is the process of matching
the internal and external supplies of people
with job openings anticipated in the
organization over a specific period of time.
2
Strategic Planning
• The determination of the overall organizational purpose and
goals and how they are to be achieved.
• 2. Performance Management
• Analyzing, improving and monitoring the
performance of each employee and of the
organization as a whole.
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• 3. Career Management
• Determining, planning and monitoring the career
aspirations of each individual in the organization
and developing them for improved productivity.
• 4. Management Development
• Assessing and determining the developmental
needs of managers for future succession
requirements.
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Advantages in Using the Elements of HR
Planning
• 1. Through a systematic planning of human
resources, a company can be better assisted in
attaining its goals and objectives.
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• 3. It can be an effective means of planning the
development and growth of the employees.
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Several factors that should be
considered in determining work inputs:
• Business Development and Assumptions
• Corporate Planning
• Economic Forecasts
• Changes in Plans and Products
• New Product Lines
• Mergers and Consolidations
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• 2. Studying the jobs in the company and writing the job
description and job specifications.
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• What happens in this step is the assessment of the skills,
career aspirations, strengths and weaknesses of each of
the current employees, their potentials and promotability.
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The net result of this operation is that you
either find:
• Enough manpower
• Excess in the number of available manpower,
but lacking the skills required
• The number of available manpower is
insufficient, and the skills are also inadequate
to meet the needs of the work inputs.
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• 5. Improvement Plans
• Determination of the appropriate steps to implement
the HRP in order to insure that the company has the
right number and right quality of people, properly
assigned to jobs for which they are most useful.
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• 3. Cascade Approach
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• 5. Commitment Planning Approach
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• 6. Successor Planning Approach
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• 2. Technique Overload
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• 3. Bias for the quantitative
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• 4. Isolation of the Planners
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• 5. Isolation from Organization Objectives
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• 6. Lack of Line Supervisor’s Inputs
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Four Basic Terms of Manpower Forecasting
– Long Term Trend
– Cyclical Variations
– Seasonal Variations
– Random Variations
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• 1. Long Term Trend
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Demand Patterns
Figure 13.1 – Patterns of Demand
Quantity
Time
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• 2. Cyclical Variations
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Demand Patterns
Figure 13.1 – Patterns of Demand
Quantity
| | | | | |
Years
(b) Cyclical: Data reveal gradual increases and decreases
over extended periods
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• 3. Seasonal Variations
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Demand Patterns
Figure 13.1 – Patterns of Demand
Year 1
Quantity
Year 2
| | | | | | | | | | | |
Months
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Human Resource Forecasting Techniques
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• 2. The Bottom-Up Approach
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• 3. Use of Predictor Variables
Y = a + bX
where
Y = dependent variable
X = independent variable
a = Y-intercept of the line
b = slope of the line
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Linear Regression
Deviation, Regression
Y or error equation:
Y = a + bX
Estimate of
Y from
regression
Dependent variable
equation
Actual
value
of Y
Value of X used
to estimate Y
X
Independent variable
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The Important Elements in Strategic Human
Resource Planning
• 1. Organizational Goals
• – HRP process should be tied up with the organizational
strategic goals. It must rest on solid foundation of
information about sales forecasts, market trends,
technological advances, and major changes in processes
and productivity.
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• 3. Employee Information
• - maintaining accurate information concerning the
composition, assignments, and the capabilities of the
current workforce.
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HR Role in Providing Competitive Advantage
• HR can provide strategic competitive advantage in two ways:
• A. emergent strategies
• – consist of strategies that evolve from the grassroots of the
organization and can be thought of as what the organization actually do.
• - it is usually the lower level rank and file employees who provide ideas
for new markets, new products and new strategies being at the front line
of operations.
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HRIS is designed to provide
information that is - SMART
a. Systematic
• - information must be systematically arranged
and contain the needed data
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b. Management-Oriented
• - the data and information are essential tools
for effective manpower planning, retention,
development and separation of employees.
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c. Applicable
• - the data and information stored in file must be
applicable in making human resource decisions.
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e. Time Bound
• - relevant human resource information are
necessary for effective decision-making.
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• The absence of these characteristics reduces
the effectiveness of HRIS and complicates the
decision-making process.
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An effective HRIS also produces and
forecasts several important reports related
to business operations.
a. Routine Reports
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c. On Demand Reports
• - management may demand some reports for
analysis.
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d. Manpower Forecasts
• - applies to predictive models based on specific
situations.
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The Major HR Functions are:
1. Staffing Applications
• - common applications used in the area of
staffing include the following:
• A. Applicant recruiting and tracking
• B. DOLE reporting requirements
• C. Developing a master employee data base
• D. Staffing applications for decision-making
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2. Human Resource Planning Applications
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a. Work-Force Profile Analysis
• - work-force labor supply and demand
analysis, or work-force profile analysis review.
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b. Work-Force Dynamic Analysis
• - number of new hires, transfers and
promotions, number still needed in the future
and those about to retire, job classification of
employees for promotions and those
departments that lack basic skills for the job.
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c. Human Resource Planning for Decision-
Making
• - this application pertains to information
about employees who are about to retire, job
classification of employees for promotions and
those departments that lack basic skills for the
job.
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d. Performance Management Applications
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e. Training and Development Applications
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f. Compensation and Benefits Applications
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Assignment:
½ sheet of paper
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