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Bachelor Of Business Administration 2010

HRP is fundamental in any organization as it helps determine future personnel needs. Discuss 1.0 Definition : Human resource management
Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets. The people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce. HRM is about:     Recruitment Training Measure performance Reward

These processes can be performed in an HR department
        

Workforce planning Recruitment (sometimes separated into attraction and selection) Induction and Orientation Skills management Training and development Personnel administration Compensation in wage or salary Time management Travel management (sometimes assigned to accounting rather than HRM)

1

Human Resource Management

Bachelor Of Business Administration 2010     Payroll (sometimes assigned to accounting rather than HRM) Employee benefits administration Personnel cost planning Performance appraisal 2. We address such questions as:    What is human resource planning? How do organizations undertake this sort of exercise? What specific uses does it have? 2 Human Resource Management . Sub topics include planning for staff retention.0 Definition of Human Resource Process Human resource planning is the term used to describe how companies ensure that their staffs are the right staff to do the jobs. HRP is also the manpower planning and human resource planning. It allows workers to develop their potentials in terms of skills. Normally. at the right place for utilizing the resources economically and effectively. training and skills analysis and much more. It is only after that process that Human Resource Management department can initiate the recruitment and selection process. promotion and wastages. performance and capacity. Why human resource planning? Human Resource Planning: an Introduction was written to draw these issues to the attention of HR or line managers. HRP is also the process of forecasting an organization’s future demand for and the supply of the right people in the right number. at the right point of time. Another important definition of HRP is it includes the estimation of how many qualified people are necessary to carry out the assigned activities and also how to ensure that personnel supply equals personal demand at the appropriate time required. It means that HRP ensures that there is the availability of right numbers of men of right quality in terms of skills. Sometimes it also consists of growth. planning for candidate search. contraction. HRP is a subsystem in a whole organization planning.

 Determining the numbers to be employed at a new location If organizations overdo the size of their workforce it will carry surplus or underutilized staff. or the opening of new factory or office.Bachelor Of Business Administration 2010 In dealing with the last point we need to be able to say to hard pressed managers: why spend time on this activity rather than the other issues bulging your in tray? The report tries to meet this need by illustrating how human resource planning techniques can be applied to four key problems. So the questions we ask are:  How can output be improved your through understanding the interrelation between productivity. but all it needs is for organizations to lose key staff to realize that an understanding of the pattern of resignation is needed. if the opposite misjudgment is made. a relocation. Alternatively. Thus organizations should:    monitor the extent of resignation discover the reasons for it establish what it is costing the organization 3 Human Resource Management .  Retaining your highly skilled staff Issues about retention may not have been to the fore in recent years. making it hard or impossible to meet production or service deadlines at the quality level expected. work organization and technological development? What does this mean for staff numbers?    What techniques can be used to establish workforce requirements? Have more flexible work arrangements been considered? How are the staffs you need to be acquired? The principles can be applied to any exercise to define workforce requirements. whether it be a business start-up. staff may be overstretched. It then concludes by considering the circumstances are which human resourcing can be used.

 Managing an effective downsizing programme This is an all too common issue for managers.Bachelor Of Business Administration 2010  Compare loss rates with other similar organizations. Without this understanding. redeployment and transfers What the appropriate recruitment levels might be. grade or skill). while at the same time protecting the long-term interests of the organization? A question made all the harder by the time pressures management is under. 4 Human Resource Management . How is the workforce to be cut painlessly. the danger is that an unbalanced workforce will result. but also through a loss of long-term capability. and the time taken to meet targets established. But it will depend on whether the problem is peculiar to your own organization. This will cost the organization directly through the bill for separation.g. Such an analysis can be presented to senior managers so that the cost benefit of various methods of reduction can be assessed. HRP helps by considering:      the sort of workforce envisaged at the end of the exercise the pros and cons of the different routes to get there how the nature and extent of wastage will change during the run-down the utility of retraining. by age. management may be unaware of how many good quality staff are being lost. These may be relatively cheap and simple solutions once the reasons for the departure of employees have been identified. Having understood the nature and extent of resignation steps can be taken to rectify the situation. both because of business necessities and employee anxieties. and whether it is concentrated in particular groups (e. If instead the CEO announces on day one that there will be no compulsory redundancies and voluntary severance is open to all staff. recruitment and induction. gender.

Bachelor Of Business Administration 2010 reflecting the take-up of the severance offer. It is often difficult and expensive to replace lost quality and experience. Otherwise processes are likely to be haphazard and inconsistent. They have seen traditional career paths disappear. They have had to bring in senior staff from elsewhere. Thus appropriate recruitment. These will of course be affected by internal structural changes and external business or political changes. it has not solved the longer term question of managerial supply: what sort. of recruitment and wastage)   the characteristics of those who currently occupy senior positions The organization’s future supply of talent. This then can be compared with future requirements. The wrong sort 5 Human Resource Management . But they recognize that while this may have dealt with a short-term skills shortage. how many.  Where will the next generation of managers come from? Many senior managers are troubled by this issue. deployment and severance policies can be pursued to meet business needs. Comparing your current supply to this revised demand will show surpluses and shortages which will allow you to take corrective action such as:      recruiting to meet a shortage of those with senior management potential allowing faster promotion to fill immediate gaps developing cross functional transfers for high fliers hiring on fixed-term contracts to meet short-term skills/experience deficits Reducing staff numbers to remove blockages or forthcoming surpluses. and where will they come from? To address these questions you need to understand:  the present career system (including patterns of promotion and movement. in number and type.

or management succession problems will develop unnoticed. As George Bernard Shaw said: ‘to be in hell is to drift. Most organizations are likely to want HRP systems:       which are responsive to change where assumptions can easily be modified that recognize organizational fluidity around skills that allow flexibility in supply to be included that are simple to understand and use Which are not too time demanding. decisions will still be taken. It is expensive and embarrassing to put such matters right. but without the benefit of understanding their implications. To operate such systems organizations need:     appropriate demand models good monitoring and corrective action processes comprehensive data about current employees and the external labour market An understanding how resourcing works in the organization. to be in heaven is to steer’. 6 Human Resource Management . How can HRP be applied? The report details the sort of approach companies might wish to take. If HRP techniques are ignored.Bachelor Of Business Administration 2010 of staff is engaged at the wrong time on the wrong contract. It is surely better if decision makers follow this maxim in the way they make and execute resourcing plans. Graduate recruitment numbers will be set in ignorance of demand.

Any investment in the HR activities is considered an investment for the future growth and development of the organization.)  HRP needs for HRD HRP is important for planning the investment in the development and utilization of human resources. Delay in recognizing human resources might be costly and expensive in the future.)  Minimizing the risk of loosing By forecasting the needs of technical and other human resources it can minimize the future risk of loosing.Bachelor Of Business Administration 2010 3. but at present complex IT equipments must to handle.  Resistance to change and move. 7 Human Resource Management . (Example: Government run banks are compelled to upgrade own staff by providing latest skills and knowledge to them to compete with other fast growing banking organizations. The department’s ability to fill key jobs with foreign nationals and the re-assignments of employees from within or across national borders is a major challenge facing international businesses. There is a lot of growing emphasis on self-evaluation and on evaluation of loyalty and dedication to the organization. (Example: When curriculum has to be changed. It follows different procedures including the need to assess the impact of technological changes on new jobs and new skills (Example: Nepal Telecom staff used to operate Wireless Set before. educational institutions have to be aware of that)  International Strategies International expansion strategies depend upon HRP. There is a growing resistance among employees to change and move.0 Importance of Human Resource Planning  Linking business strategy with operational strategy HRP is an important process to maintain the link between business strategy and it operation. required knowledge and skills of teachers/instructors should be developed prior to implement the new curriculum. So. All these changes are making it more difficult for the organizations to assume that it can move its employees around anywhere and anytime it wants.

Only if he comprehends the nature and scope of the business. Conclusion The human resource planning process. the manager should have a keen eye for spotting the talent. When it comes to engaging the manpower. and/or ability.Bachelor Of Business Administration 2010  Future Personnel Needs Planning is significant as it helps determine future personnel needs. Others may have never been taught how to plan.  Concentrating on controllable variables. Surplus or deficiency in staff strength is the result of absence of or defective planning. Managers are not born with the ability to plan. it is much easier for a manager to claim that he or she does not have the time to work through the required planning process than to actually devote the time to develop a plan. such as a poor economy. It ensures that the workforce is competent enough the meet the targets. Some are not successful in planning as they lack the background.0 Barriers to Human Resource Planning  Inability to plan or inadequate planning.  Lack of commitment to the planning process. 8 Human Resource Management . Managers can find themselves concentrating on the things and events that they can control but then fail to consider outside factors. demands the HR manager to first understand the business requirement. education. The development of a plan is hard work. 4. will he be able to employ those who will deliver the required performance.

looking for candidates who fit the job will be easy. 9 Human Resource Management . This way the HR department can design an accurate job profile and job expectations. the HR manager must calculate the expected workload. can be considered as one of the strategic steps for building the strong foundation of an efficient workforce in an organization. It is only the relevant experience that matters more. Once you have the decided job descriptions.Bachelor Of Business Administration 2010 While recruiting the new employees. thus. A good HR manager is one who has the zeal and passion to motivate his prospective employees to perform to their potential. Human resource planning process.

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