Chapter 04

Chapter 4 Human Resource Planning

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Learning Objectives  Understand

the nature and importance of HRP  Identify and describe factors affecting HRP  Describe the stages in HRP process  List pre-requisites for effective HRP

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Factors Affecting HRP  Type

and strategy of organization  Organisational growth cycles and planning  Environmental uncertainties  Time horizon  Type and quality of information  Nature of jobs filled  Outsourcing Human Resource Management, 5E

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Factors Affecting HRP Organisationa l Growth Cycle and Planning Type and Strategy of Organisation

Environmenta l Uncertainties

HRP

Time Horizons

Outsourcing

Type and Quality of Forecasting Information

Nature of Jobs being Filled

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HRP Process Environment

Organisational Activities and Policies

HR Needs Forecast

HR Supply Forecast

HR Programming

HRP Implementation

Control and Evaluation of Programme Surplus Restricted Hiring Reduced Hours VRS, Layoff, etc

Shortage Recruitment Selection, etc Human Resource Management, 5E

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HR Demand Forecasting Techniques  Managerial

Judgment  Ratio-trend Analysis  Work Study Technique  Delphi Technique  Flow Models

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HR Supply Forecast  Present

Employees i). Skill Inventiry ii). Management Inventory

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Human Resource Information System (HRIR) Use of computers for collecting, sorting, maintaining, retrieving and validating HR data is popularly known as Human Resource Information System (HRIS).

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Uses of a Human Resource Information Systems (HRIS) Employee and Labour Relations • Union Negotiation Costing • Auditing Records • Attitude Survey Results • Exit Interview Analysis • Employee Work History

HR Planning and Analysis • Organisation Charts • Staffing Projections • Skills Inventories • Turnover Analysis • Absenteeism Analysis • Restructuring Costing • Internal Job Matching • Job Description Tracking

Health, Safety and Security • Safety Training • Accident Records • Material Data Records

Staffing • Recruitment Sources • Applicant Tracking • Job Offer Refusal Analysis

HRIS

Compensation and Benefits • Pay Structures • Wage/Salary Costing • Flexible Benefit Administration • Vacation Usage • Benefits Usage Analysis

Equal Employment • Affirmative Action Plan • Applicant Tracking • Workforce Utilisation • Availability Analysis

HR Development • Employee Training Profiles • Training Needs Assessments • Succession Planning • Career Interests and Experience

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 Internal

Supply i). Inflows and Outflows ii). Turnover Ratio iii). Conditions of Work and Absenteeism iv). Productivity Level v). Movement Among Jobs

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Strategic HR Initiatives Strategic HR Initiative

Strategies for Managing Shortages

• Recruit new permanent employees • Offer incentives to postpone retirement • Re-hire retirees part-time • Attempt to reduce turn-over • Work current staff overtime • Subcontract work to another company • Hire temporary employees • Redesign job process so that fewer employees are needed

Strategies for Managing Surplus

• • • • • • • • • • •

Hiring freeze Do not replace those who leave Offer VRS schemes Reduce work hours Leave of absence Across the board pay-cuts Layoffs Reduce outsourced work Employee training Switch to variable pay plan Expand operators

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