Professional Documents
Culture Documents
Human Resource Planning
Human Resource Planning
Right number of people with right skills at right place at right time to implement organizational strategies in order to achieve organizational objectives In light of the organizations objectives, corporate and business level strategies, HRP is the process of analyzing an organizations human resource needs and developing plans, policies, and systems to satisfy those needs
HUMAN RESOURCE PLANNING Setting human resource objectives and deciding how to meet them
Ensuring HR resource supply meets human resource demands
HRP Process
Interfacing with strategic planning and scanning the environment Taking an inventory of the companys current human resources Forecasting demand for human resources Forecasting the supply of HR from within the organization and in the external labor market
Organization al Objectives
Feasibility Analysis
HRP Model
Strategic Human Resource Planning Links 1 & 5: HR objectives are linked to organizational objectives and planning Designed to insure consistency between organization's strategic planning process and HRP. So objectives of strategic plan are feasible and HR programs are designed around what organizational objectives and strategies require in terms of human resource goals
1
Human Resource Requirements
2
Human Resource Programs
3
Feasibility Analysis
4 5
4
Develop new objectives and plans
Recruit managers from outside
Link 1:
How many people need to be working and in what jobs to implement organizational strategies and attain organizational objectives. Involves forecasting HR needs based on organizational objectives
Involves consideration of alternative ways of organizing jobs (job design, organizational design or staffing jobs)
Example - Peak production could be handled by temporary workers or assigning overtime. Machine breakdowns assigned to maintenance department or handled by machine operators
HRP should be :
Done to guide and coordinate all HR activities so they work together to support the overall strategy Responsive to internal and external environment Planning - done in advance Strategic - linked with higher level planning
SUPPLY FORECASTING
Internal programs
Promotion
Transfer Career planning
Training
Turnover control
Internal supply forecast External supply forecast Does aggregate supply meet aggregate demand?
Yes
System Sophistication
Organizational size
large organizations require more complex forecasting systems and likely to have the required skilled staff
complex career paths and diverse skill requirements lead to more complex forecasting systems the greater the gap between current HR situation and desired HR situation the more sophisticated the system the complex the plans are the more complex the forecasting system
Factors creating uncertainty (shortening time frame) Factors promoting stability (longer time frame)
strong competitive position, slowly developing technology, stable product demand.
many new competitors, changes in technology, changes in social, political and economic climate, unstable product demand
Delphi Method Staffing Table Approach Regression Analysis Time Series Analysis Linear Programming
Skills Inventory Replacement Charts Succession Planning Flow Modeling/Markov Analysis Computer Simulations