3a attracting a quality workforce - hrp

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Pio G. CastilloHUMAN RESOURCE MANAGEMENT

Chapter 3


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HRP is the process of getting the right number of

qualified people into the right job at the right

time.

It is the system of matching the supply of people,

internally and externally, with the openings the

organization expects to have over a given timeframe

It should translate organizational objectives and

plans into a timed schedule of employeerequirements

Workforce Planning or Personnel Planning


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The success of HRP depends on how closely the

HR department can integrate effective people

planning with the organizations short-term and

long-term business planning processes.

HR needs vs. HR availability

Variance: recruiting, training, transferring,laying off

Strategy-linked HRP


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HUMAN RESOURCE MANAGEMENT

Determine the impact of organizational objectives

on specific organizational units1

Define the skills and expertise required

to meet objectives2

Determine human resource requirements

in light of current human resources3

Develop action plans to meet the anticipated

human resource needs4


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Determine the impact of organizational objectives

on specific organizational units

Objectives of the human resource plan must be

derived from organizational objectives

Organizational objectives are affected by any of

the following: Government

Economic conditions

Competition

Workforce changes

Technology


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Define the skills and expertise required to meet

objectives

Operating managers should determine the

skills and expertise required (not the available)

to meet their respective objectives

Methods of forecasting HR needs Managerial Estimates, Delphi Technique, and

Scenario Analysis

Statistical Method and Modeling Method

Benchmarking


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Determine human resource requirements in light

of current human resources

Skills Inventory provides basic information

on all employees, including a list of the names,

certain characteristics, and skills portfolio of

employees Management Inventory aside from

biographical data, it includes brief assessment

of the managers past performance, strengths,weaknesses, and potential for advancement


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Develop action plans to meet the anticipated

human resource needs

Adding human resources

Temporary hires and outsourcing less

expensive (benefits, selection), new

perspective, focus on the core business Reducing human resources natural attrition,

downsizing (layoffs, terminations, early

retirement inducements, voluntary resignationinducements)


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Aside from skills and management inventory,

succession planning is another HRP tool.

It identifies specific people to fill key positionsthroughout the organization.

An organizational replacement chart reflects

both the incumbents and potential replacementsfor given positions.

Potential replacements are nominated by

management, then performance appraisal resultsare reviewed, developmental programs are

formulated, and career paths are mapped out.


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Intranets can provide an easy tool that allows HR

to streamline and automate a wide array of

functions. Basic Functions:

Employee communication, company directory,

company handbook, news, stock information, etc.

Intermediate Functions:

Linkage to outside benefits providers, web-based

email, calendar and project scheduling, etc.

Advanced Functions:

Benefits enrollment, performance management, salary

and wage reviews, electronic forms submission, etc.


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3a attracting a quality workforce - hrp

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