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Human resource planning (report)
- 1. HUMAN RESOURCE PLANNING LEOBEN D. GALIMA MAEd Educational Administration ED AD 208 Human Resource Management/Personnel Administration
- 2. WORDS OF WISDOM Most chief executives acknowledge that there is a link between HR practices and business performance.
- 3. HRP is a process of analyzing & identifying the need for & availability of human resources (HR) so that organization can meet its objectives HUMAN RESOURCE PLANNING: An OVERVIEW
- 4. StrategyOrientedDEFINITION A strategy for the acquisition, utilization, improvement & retention of an organizations human resources AIMS of HRP: 1. to ensure the optimum use of the people currently employed 2. to provide for the future staffing needs of the organization in terms of skills, number, & ages of people HRP establish control: planner work as a policeman who checks whether staffing levels are optimum Process Oriented DEFINITION HRP is as a continuous process of analyzing an organizations HR needs under the changing conditions & developing the activities necessary to satisfy these needs like staffing, recruitment, selection, training, etc. Process aimed at assisting management to determine how the organization should move from its current staffing position to its desired staffing position Definition:
- 5. Definition: (continuation) The process of forecasting an organizations future DEMAND for and SUPPLY of, the RIGHT type of people in the right number. Also called manpower planning, personnel planning and employment planning.
- 6. Process of estimating the future QUANTITY and QUALITY of people required. HR Forecasting helps to: 1). Quantify jobs to produce a given number of goods, 2). prevent shortage of people, 3). Determine what STAFF-MIX is desirable in the future, 4). Monitor compliance with legal requirements and 5). Assess appropriate staffing levels in different parts of the organization. HR Demand Forecast
- 7. Measures the number of people likely to be available from WITHIN and OUTSIDE an organization, after making allowance for (1). Absenteeism, (2). Internal movements and promotion, (3). Wastage and (4). Changes in hours and other conditions of work. NEED for supply forecast (1). Quantify no. of people expected in the future, (2). Clarify staff mixes, (3). Prevent shortage of people and (4). Assess present staffing levels in different parts of the organization. HR Supply Forecast
- 8. Forecasting the DEMAND for labor Constructing and applying statistical models that predicts labor demand for the next years, given relatively objective stats from previous year (TREND ANALYSIS) Determining the Labor SUPPLY Predicting workflows and availabilities Determining the Labor SURPLUS and SHORTAGES compare figures to determine whether there will be a shortage or surplus of labor for each job category Three major steps in forecasting
- 9. Overview of the Human Resource Planning Process
- 10. Effective alignment of HR/Workforce planning and department goals is critical in achieving both priorities, department goals and objectives, as well as sustaining business continuity. HRP should be: (1) done to guide and coordinate all human resources activities so they work together to support the overall strategy, (2) responsive to internal and external environment, (3) done in advance and (4) strategic linked with higher level planning. WHY: Human Resource Planning
- 11. Future personnel needs Coping with change Creating highly talented personnel Protection of weaker sections Increasing investments in human resources Need for replacement of personnel Some importance of HRP
- 12. Forecasting Hiring Needs start the processing by assessing the current conditions and future goals of the company. Ask the following questions: - What are the companys goal and objectives? - Do these goals call for expansion into new markets? - Are changes in technology necessary to stay competitive? - Will new skills and/or training be required to meet the companys goal and objectives? Developing an HR Plan
- 13. Step 1: Identify Business Strategy and Needs Identify pressures and opportunities Clarify your business strategy and direction Identify aspects of the business that need help Step 2: Conduct a Job Analysis and Write a Job Description Review your current workforce Identify any skills and knowledge gaps Write a job description Set an appropriate salary Step 3: Determine the Feasibility of Hiring Understand the costs of hiring Understand the benefits of hiring Understand the risks of not hiring Human Resource Planning Checklist
- 14. Employment Arrangements - Once determined that hiring new staff is desirable and feasible, decide what type of employment arrangements would best suit the company. Consider asking the following: Are the candidates in-house and is an external search is required? Will training be provided, or will candidate be required to have the skills needed for the position? Will the position be full-time, part-time or contract? Developing an HR Plan (cont)