hrm 2 - hr planning
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Human Resource Planning
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Human Resource Planning
Process of anticipating and making provision
for the movement (flow) of people into,
within, and out of an organization.
Planning so that the organization has the
right number of people, right kind of
people, at the right time, in the right place.
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Is the first component of HRM strategyAll other functional HR activities are derived from and
flow out of the HRP process.
Has its basis in considerations of future HRrequirements in light of present HR capabilities and
capacities.
Is proactive in anticipating and preparing flexible
responses to changing HR requirements.
Has both an internal and external focus.
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HR Planning Issues
Staffing Questions:
How do we manage staffing in times of recession or
expansion?
What impact does technology change, mergers orrelocation have on staffing issues?
Do we always have the right people in the right jobs
at the right time?
How do we get our human resources: buy them ormake them or both?
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Why is HRP important?
Helps in organisational expansion & diversification
Prevent overstaffing and understaffing
Ensure responsiveness to change
Lead time in Training & Development
Ensures that right skills & right number of people arein place
Reduces HR costs
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Strategic Planning
Human ResourcePlanning
ForecastingHuman
ResourceRequirements
Comparing
Reqts andAvailability
ForecastingHuman
ResourceAvailability
Surplus ofWorkers
Demand =Supply
No Action
Shortage ofWorkers
Recruitment
Selection
Restricted Hiring,Reduced Hours,
Early Retirement,Layoffs,
Downsizing
External Environment
Internal Environment
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HRP and Strategic Planning
Strategic Analysis
What human resources are needed and what are
available?
Strategic Formulation
What is required and necessary in support of human
resources?
Strategic Implementation
How will the human resources be allocated?
Human ResourceHuman ResourcePlanningPlanning
StrategicStrategicPlanningPlanning
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HRP and External Environment
Environmental Scanning
The systematic monitoring of the majorexternal forces influencing the organization.
Economic factors Competitive trends
Technological changes
Political and legislative issues Social concerns
Demographic trends
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Scanning the Internal Environment
Cultural Audits
Audits of the culture and quality of work life in anorganization.
How do employees spend their time?
How do they interact with each other?
Are employees empowered?
What is the predominant leadership style of
managers?Benchmarking
The process of comparing the organizationsprocesses and practices with those of other
companies.
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FORECASTING DEMANDFORECASTING DEMAND
Human Resource Planning Model
ConsiderationsConsiderations
TechnologyTechnology
Financial resourcesFinancial resources
Organizational growthOrganizational growth
Mgmt. philosophyMgmt. philosophy
TechniquesTechniques
Trend analysisTrend analysis
ManagerialManagerial
estimatesestimates
Delphi techniqueDelphi technique
TechniquesTechniques
HR inventoriesHR inventories
Markov analysisMarkov analysis
Skill inventoriesSkill inventories
Replacement chartsReplacement charts
Succession PlanningSuccession Planning
ExternalExternal
ConsiderationsConsiderations
Wkforce changesWkforce changes
MobilityMobility
Govt policiesGovt policies
UnemploymentUnemployment
FORECASTING SUPPLYFORECASTING SUPPLY
BALANCINGBALANCINGSUPPLY ANDSUPPLY AND
DEMANDDEMAND
(Shortage)(Shortage)
RecruitmentRecruitment
FullFull--time / Parttime / Part--timetime
(Surplus)(Surplus)
ReductionsReductions
LayoffsLayoffs
TerminationsTerminations
DemotionsDemotions
RetirementsRetirements
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Quantitative Approach: Trend Analysis
Forecasting labor demand based on an organizationalindex:
Select a business factor, e.g. sales, that best predicts
human resources needs.
Plot the business factor in relation to the number ofemployees to determine average labor productivity.
Compute labor productivity for the past five years.
Project human resources demand out to the targetyear(s).
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HRP Considerations
Balancing supply and
demand
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Elements of The HR Plan
Acquisition of personnelEffective Utilization
redeployment
methods improvement
training to prevent obsolescenceDevelopment and Improvement
broad-based training and development
performance management systems
Retention
proper remuneration
long-term career planning
healthy employee relations
good working environment
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Requisites for Successful HRP
HRP must be seen as equally vital as business planning
Top-management support
Periodic review and revision of the forecasting
techniques and the forecastsWithout long range planning concentration becomesfocussed on short-term needs resulting in crisismanagement reactions
An excellent and up-to-date HRIS
Active involvement of line managers and co-ordinationbetween line mgrs and HR function