HRMN 101

Chapter 2 - STRATEGIC HUMAN RESOURCE PLANNING

Objectives:

After this lesson, you should be able to:

* Discuss the role of the human resource in strategic planning
* Explain the two important components in human resource planning
* Determine the different kinds of human resource planning and the important Element in
Strategic Human Resource Planning
* Know the advantages in using the elements of human resource planning
*Enumerate the five steps in human resource planning
* Discuss the different kinds of planning techniques in human resource management.

HUMAN RESOURCE PLANNING (HRP)

Human Resource Planning (HRP) is the process of systematically reviewing human resource
requirements to ensure that the number of employees matches the required skills. It is the process of
matching the internal and external supplies of people with job openings anticipated in the organization
over a specific period of time. Some organizations continue to provide lip service to these important
functions.
Ang Human Resource Plan (HRP) ay ang proseso ng sistematikong pagsusuri sa mga kinakailangang
mapagkukunan ng tao upang matiyak na ang bilang ng mga empleyado ay tumutugma sa kinakailangang
mga kasanayan. Ito ay ang proseso ng pagtutugma sa panloob at panlabas na mga panustos ng mga taong
may mga bakanteng trabaho na inaasahan sa samahan sa isang tukoy na tagal ng panahon. Ang ilang mga
samahan ay patuloy na nagbibigay ng serbisyo sa labi sa mahahalagang tungkulin na ito.

WHAT IS STRATEGIC PLANNING?

Strategic Planning is the determination of the overall organizational purpose and goals and how
they are to be achieved. Human resource is the integral component of a strategic plans, which greatly
affects productivity and organizations performance. After the strategic plans have been formulate,
human resource strategic planning is to be undertaken. Along these lines, strategies are reduce to
specific quantitative and qualitative human resource plans . The HRD shall determine the total
manpower component to execute the planned strategic activities.
Ang Pagplano ng Strategic ay ang pagpapasiya ng pangkalahatang layunin at layunin sa
organisasyon at kung paano ito makakamit. Ang mapagkukunan ng tao ay ang mahalagang bahagi ng
isang madiskarteng mga plano, na kung saan ay lubos na nakakaapekto sa pagiging produktibo at
pagganap ng mga organisasyon. Matapos na mabuo ang mga istratehikong plano, isasagawa ang
pagpaplano ng estratehikong mapagkukunan ng tao. Kasama sa mga linyang ito, ang mga diskarte ay
binabawasan sa tiyak na dami at husay na mga plano ng mapagkukunang pantao. Tukuyin ng HRD ang
kabuuang bahagi ng lakas ng tao upang maisagawa ang nakaplanong madiskarteng mga aktibidad.
TWO IMPORTANT COMPONENST FO THE HUMAN RESOURCE PLANNING

1. Requirement
Forecasting human requirements involves determining the number and types of employees
needed. The level of skills has to be determined and matched with plan operations. The
analysis will reflect various factors such as production plans, and changed in productivity
together with the introduction of new technology if there is any. The HRD, in order to forecast
availability must look to both internal and external sources. Internal sources refer to existing
manpower that could re-assigned to new positions or be promoted to higher vacant positions.
External sources refer to positions that not available inside the organization and need to be
sourced out.
Ang pagtataya sa mga kinakailangan ng tao ay nagsasangkot ng pagtukoy
ng bilang at mga uri ng mga empleyado na kinakailangan. Ang antas ng mga kasanayan ay
dapat matukoy at maitugma sa pagpapatakbo ng plano. Masasalamin sa pagsusuri ang iba`t
ibang mga kadahilanan tulad ng mga plano sa paggawa, at binago sa pagiging produktibo
kasama ang pagpapakilala ng bagong teknolohiya kung mayroon man. Ang HRD, upang
mataya ang pagkakaroon ay dapat tumingin sa parehong panloob at panlabas na
mapagkukunan. Ang mga panloob na mapagkukunan ay tumutukoy sa mayroon nang lakas ng
tao na maaaring muling italaga sa mga bagong posisyon o mai-maitaguyod sa mas mataas na
bakanteng posisyon. Ang mga panlabas na mapagkukunan ay tumutukoy sa mga posisyon na
hindi magagamit sa loob ng samahan at kailangang maipakita.
2. Availability
 When employee requirements have been analyzed, the firm det

ermines whether there is a surplus or shortage of manpower. IF there is a surplus, ways must
be instituted to reduce the umber of employees. Some of there methods include restricted
hiring, reduce the work hours, early retirement of old employee, and the worst is to layoff some
employees. If the manpower forecast reveals shortage, the JRD must obtain the proper quantity
and quality of workers outside the organization after exhausting efforts to find from within.
Human resource planning must be continuous, as changing condition could affect the entire
organization thereby requiring extensive modifications of forecasts.
Kapag nasuri ang mga kinakailangan ng empleyado, tinutukoy ng firm kung mayroong labis o
kakulangan ng lakas ng tao. KUNG mayroong labis, ang mga paraan ay dapat na maitatag upang
mabawasan ang umber ng mga empleyado. Ang ilan sa mga pamamaraan doon ay kasama ang
pinaghihigpitang pagkuha, bawasan ang oras ng trabaho, maagang pagreretiro ng matandang
empleyado, at ang pinakapangit ay ang pagtanggal sa ilang empleyado. Kung ang pagtataya ng
lakas ng tao ay nagsisiwalat ng kakulangan, ang JRD ay dapat kumuha ng wastong dami at
kalidad ng mga manggagawa sa labas ng samahan pagkatapos ng pagod na pagsisikap na
maghanap mula sa loob. Ang pagpaplano ng human resource ay dapat na tuloy-tuloy, dahil ang
pagbabago ng kundisyon ay maaaring makaapekto sa buong samahan sa gayon ay
nangangailangan ng malawak na pagbabago ng mga pagtataya.

ASPECTS OF HUMAN RESOURCE PLANNING

1. Systematic Forecast of Manpower Needs

On the basis of business conditions and forecast, manpower needs are planned and
monitored closely.
Batay sa mga kundisyon ng negosyo at pagtataya, ang mga pangangailangan ng
manpower ay binalak at sinusubaybayan nang mabuti.
2. Performance Management
Analyzing, improving and monitoring the performance of each employee and of the
organization as a whole.
Sinusuri, pinagbubuti at sinusubaybayan ang pagganap ng bawat empleyado at ng
samahan bilang isang kabuuan.
3. Career Management
Determining, planning and monitoring the career aspiration each individual in the
organization and develop[ping them for improved productivity.
Natutukoy, pinaplano at sinusubaybayan ang hangarin ng karera bawat indibidwal
sa samahan at bumuo ng [ping sa kanila para sa pinahusay na pagiging produktibo.
4. Management Development
Assessing and determining the developmental needs managers for future succession
requirements.
Ang pagtatasa at pagtukoy ng mga developmental ay nangangailangan ng mga
tagapamahala para sa hinaharap na mga kinakailangan sa pagsunod.
ADVANTAGERS IN USING THE ELEMENTS OF HR PLANNING

1. Through a systematic planning of human resources, a company can be better assisted in

attaining its goals and objectives.
Sa pamamagitan ng sistematikong pagpaplano ng mga mapagkukunang pantao, ang
isang kumpanya ay maaaring mas mahusay na matulungan sa pagkamit ng mga layunin
at layunin.
2. It helps the company determine its manpower needs and provides a method of meeting them.
Tinutulungan nito ang kumpanya na matukoy ang mga pangangailangan ng manpower at
nagbibigay ng isang paraan ng pagtugon sa kanila.
3. It can be effective means of planning the development and growth of the employees.
Maaari itong maging mabisang paraan ng pagpaplano sa pag-unlad at paglago ng mga empleyado.
4. It can assist in placing the employees properly in jobs where they can maximizer the use of their
skills and potentials.
Maaari itong makatulong sa paglalagay ng maayos sa mga empleyado sa mga trabaho kung saan
maaari nilang mapakinabangan ang paggamit ng kanilang mga kasanayan at potensyal.
5. It can assist the company to attract and retain better qualified employees.
Maaari itong tulungan ang kumpanya na makaakit at mapanatili ang mas mahusay na mga
kwalipikadong empleyado.
FIVE STEPS TO HUMAN REROURCE PLANNING

1. Determining the workload inputs based on the corporate goals and objectives.
Once the company’s objectives are known, the operating executives can determine what they
are responsible for in the common endeavor of attaining the corporate goals. The kind and
magnitude of workload determine the organizational structure, the number and quality (skills)
employees needed to man the organization or department under a desirable level of
performance.
Kapag nalalaman ang mga layunin ng kumpanya, maaaring matukoy ng mga executive ng
pagpapatakbo kung ano ang responsable sa kanila sa karaniwang pagsisikap na maabot ang
mga layunin sa korporasyon. Ang uri at kalakhan ng pagkarga ng trabaho ang tumutukoy sa
istrakturang pang-organisasyon, ang bilang at kalidad (kasanayan) na mga empleyado na
kinakailangan upang pamahalaan ang samahan o kagawaran sa ilalim ng isang kanais-nais na
antas ng pagganap..

Several factors that should be considered in determining work inputs:

a. Business Development and Assumptions Pag-unlad ng Negosyo at Mga Pagpapalagay b.
b . Corporate Planning Pagpaplano ng corporate
c. Economic Forecasts Mga Pagtataya sa Ekonomiya
d. Changes in Plans and Products Mga pagbabago sa Plano at Produkto
e. New Product Lines Mga Bagong Linya ng Produkto
f. Mergers and Consolidations Mga pagsasama-sama at pagsasama-sama

2. Studying the jobs in the company and writing the job description and job specifications
Pag-aaral ng mga trabaho sa kumpanya at pagsusulat ng paglalarawan ng trabaho at pagtutukoy ng
trabaho
3. Forecasting the manpower needs
a. Determination of the number and skill of people required for the work.
Pagtukoy ng bilang at kasanayan ng mga tao na kinakailangan para sa trabaho.
b. Forecasting manpower needs comes next after determining the work input, and is
known as the planned and logical method of determining both quantitatively and
qualitatively the employees needed to man the work inputs to enable the company to
attain its goals.
Forecasting manpower needs comes next after determining the work input, and is known
as the planned and logical method of determining both quantitatively and qualitatively
the employees needed to man the work inputs to enable the company to attain its
goals.
4. Inventory Manpower
a. An analysis of the present manpower complement of the company to determine
whether it has enough or less or more personnel (both qualitatively and quantitatively)
that required.
Isang pagtatasa ng kasalukuyang pandagdag na lakas ng tao ng kumpanya upang matukoy
kung mayroon itong sapat o mas kaunti o higit pang mga tauhan (parehong husay at
dami) na kinakailangan.
b. This fourth step in the planning process is the inventory (audit of available current
manpower. What happened in this step is the assessment of the skills, career
aspirations, strengths and weaknesses of each of the current employees and their
potentials for promotion. Each is matched against the positions forecasted in step 3.
When the current manpower is matched against forecast of needs, positions are filled
either by promotion, transfer or assignment of qualified personnel taking into account
the most effective method of achieving the corporate goals.
Ang pang-apat na hakbang na ito sa proseso ng pagpaplano ay ang imbentaryo (pag-audit
ng magagamit na kasalukuyang lakas-tao. Ang nangyari sa hakbang na ito ay ang
pagtatasa ng mga kasanayan, hangarin sa karera, kalakasan at kahinaan ng bawat
kasalukuyang empleyado at kanilang mga potensyal para sa promosyon. Ang bawat isa ay
tugma laban sa mga posisyon na tinataya sa hakbang 3. Kapag ang kasalukuyang lakas ng
tao ay naitugma laban sa pagtataya ng mga pangangailangan, ang mga posisyon ay
napupuno ng alinman sa promosyon, paglilipat o pagtatalaga ng mga kwalipikadong
tauhan na isinasaalang-alang ang pinakamabisang pamamaraan ng pagkamit ng mga
layunin sa korporasyon.
 The net result of this operation is that you either find:
a. Enough manpower
b. Excess in the number of available manpower, but lacking the skills required
Labis sa bilang ng magagamit na lakas ng tao, ngunit kulang sa mga kinakailangang
kasanayan
c. The number of available manpower is insufficient, and the skills are also inadequate to met the
needs of the work inputs
Ang bilang ng magagamit na lakas ng tao ay hindi sapat, at ang mga kasanayan ay
hindi rin sapat upang matugunan ang mga pangangailangan ng mga input ng trabaho

5. Improvement Plans
Determination of the appropriate steps to implement the HRP in order to insure that the
company has the right number and right quality of people properly assigned to jobs for
which they are most useful. This includes the action plans to improve the capabilities of
current personnel thru training and development. This plan can be part and parcel of the
total development programs, succession programs, etc.
Pagtukoy ng mga naaangkop na hakbang upang maipatupad ang HRP upang masiguro na
ang kumpanya ay may tamang numero at tamang kalidad ng mga taong maayos na
nakatalaga sa mga trabaho na kung saan sila ay pinaka kapaki-pakinabang. Kasama dito
ang mga plano sa pagkilos upang mapabuti ang mga kakayahan ng kasalukuyang tauhan
sa pamamagitan ng pagsasanay at pag-unlad. Ang planong ito ay maaaring maging bahagi
at bahagi ng kabuuang mga programa sa pag-unlad, mga programang sunud-sunod, atbp.

PLANNING TECHNIQUES IN HR MANAGEMENT

1. Skills Inventory
This approach involves the listing of all the skills possessed by the workforce they are
made to relate to the requirements of the organization. This technique requires
detailed information of the experience and training of every individual in the
organization.
Ang pamamaraang ito ay nagsasangkot ng listahan ng lahat ng mga kasanayang
taglay ng lakas-paggawa na ginawa nila upang maiugnay sa mga kinakailangan ng
samahan. Ang pamamaraan na ito ay nangangailangan ng detalyadong impormasyon
ng karanasan at pagsasanay ng bawat indibidwal sa samahan.

2. Ratio Analysis
This is a technique wherein the personnel who are promotable to the higher positions
are identified together with their backup or understudy. There should be a ratio that will
ensure that promotions will not create any void. To accomplish this, recruitment must
support the backup requirement. At the same time, training must be done to develop
the backup ratio.
Ito ay isang pamamaraan kung saan ang mga tauhan na na-i-promosyon sa mas mataas na
posisyon ay kinikilala kasama ang kanilang backup o understudy. Dapat mayroong isang
ratio na makasisiguro na ang mga promosyon ay hindi lilikha ng anumang walang bisa.
Upang magawa ito, dapat suportahan ng pangangalap ang kinakailangan sa pag-backup.
Sa parehong oras, ang pagsasanay ay dapat gawin upang bumuo
ang ratio ng backup.

3. Cascade Approach
Under this approach the setting of objectives flows from the top to bottom un the
organization so that everyone gets a chance to make his contribution. This approach
results in the formulation of a plan wherein the objectives of the rank and file included
in the blueprint for action. The plan is then a participatory planning outputs.
Sa ilalim ng pamamaraang ito, ang setting ng mga layunin ay dumadaloy mula sa itaas
hanggang sa ibaba ng samahan upang ang bawat isa ay makakuha ng pagkakataong
makapagbigay ng kanyang kontribusyon. Ang pamamaraang ito ay nagreresulta sa
pagbubuo ng isang plano kung saan ang mga layunin ng ranggo at file na kasama sa
blueprint para sa pagkilos. Ang plano ay pagkatapos ay isang kalahok na pagpapalabas
ng pagpaplano.

4. Replacement Approach
 Under this approach, HRP is done to have a body of manpower in the organization that
is ready to take over existing jobs on a one-to-one basis within the organization. This
approach calls for a year-round acceptance of applications for possible replacements.
Sa ilalim ng pamamaraang ito, ang setting ng mga layunin ay dumadaloy mula sa itaas
hanggang sa ibaba ng samahan upang ang bawat isa ay makakuha ng pagkakataong
makapagbigay ng kanyang kontribusyon. Ang pamamaraang ito ay nagreresulta sa
pagbubuo ng isang plano kung saan ang mga layunin ng ranggo at file na kasama sa
blueprint para sa pagkilos. Ang plano ay pagkatapos ay isang kalahok na pagpapalabas
ng pagpaplano.

5. Commitment Planning Approach

This technique involves the supervisors and personnel in every component of the
organization on the identification of manpower needs in terms, skills, replacements,
policy, working conditions and promotion so that human resource in the organization
may be up to the challenge of the current and future operations. The units thus become
conscious of their needs and aware of the ways the human resource requirements can
be met.
Ang pamamaraan na ito ay nagsasangkot ng mga superbisor at tauhan sa bawat bahagi ng
samahan sa pagkilala sa mga pangangailangan ng tauhan sa mga termino, kasanayan,
kapalit, patakaran, kondisyon sa pagtatrabaho at promosyon upang ang mapagkukunan
ng tao sa samahan ay maaaring hanggang sa hamon ng kasalukuyan at hinaharap
operasyon. Sa gayon ang mga yunit ay namulat sa kanilang mga pangangailangan at may
kamalayan sa mga paraan na maaaring matugunan ang mga kinakailangan sa
mapagkukunan ng tao.
6. Successor Planning Approach
The approach known as successor planning takes into consideration the different
components of the old plan and increase them. Proportionately by the desired
expansion rate stated by management as to the total manpower needs.

The cost of doing the activities is likewise increased. Any new concern set up a starting
scale and viewed in proportion with other comparable aspects of the existing plan. This
Approach also enables the personnel staff to get by without having to ask much from
management, which in turn does not expect much from the HR staff in terms of radical
change.

Ang diskarte na kilala bilang kahalili sa pagpaplano ay isinasaalang-alang ang iba't ibang
mga bahagi ng lumang plano at dagdagan ang mga ito. Alinsunod sa nais na rate ng
pagpapalawak na nakasaad ng pamamahala sa kabuuang mga pangangailangan ng
tauhan.

Ang gastos sa paggawa ng mga aktibidad ay nadagdagan din. Ang anumang bagong
pag-aalala ay nag-set up ng isang panimulang sukatan at tiningnan nang proporsyon sa
iba pang mga maihahambing na aspeto ng mayroon nang plano. Pinapayagan din ng
Diskarte na ito ang mga tauhan ng tauhan na makuha nang hindi kinakailangang
magtanong ng marami mula sa pamamahala, na sa gayon ay hindi inaasahan ang
marami mula sa kawani ng HR sa mga tuntunin ng radikal na pagbabago.
 COMMON WEAKNESES IN HUMAN RESOURCE PLANNING

1. Over-Planning
A plan is likely to fail through an inherent weakness of having covered too many aspects of
personnel management at the very early stage of HRP in the firm or government office.
Ang isang plano ay malamang na mabigo sa pamamagitan ng isang likas na kahinaan ng
pagkakaroon ng saklaw ng napakaraming mga aspeto ng pamamahala ng tauhan sa maagang yugto ng HRP
sa kompanya o tanggapan ng gobyerno.
2. Technique Overload
The use of so many techniques sometimes leads to the gathering of a so much information.
Then the techniques do not get to be applied effectively. This makes the techniques serve as a
trap rather than a means of action.
Ang paggamit ng napakaraming mga diskarte minsan ay humahantong sa pagtipon ng isang napakaraming
impormasyon. Pagkatapos ang mga diskarte ay hindi maaaring mailapat nang epektibo. Ginagawa nitong
ang mga diskarte ay nagsisilbing isang bitag kaysa isang paraan ng pagkilos.
3. Bias for the Quantitative
There are planners in HRP who sometimes make the mistake of being drawn towards
emphasizing the quantitative aspects of personnel management to the neglect of the qualitative
side.
Mayroong mga tagaplano sa HRP na kung minsan ay nagkakamali ng pagguhit patungo sa pagbibigay diin
sa dami ng aspeto ng pamamahala ng tauhan sa kapabayaan ng panig na husay.
4. Isolation of the Planners
When top management has a low regard for human resource activities and for the HR staff, they
give little encouragement to HRP activities, ignore the plan and withdrawn support for the plan
implementation.
Kapag ang pinakamataas na pamamahala ay may mababang pagtingin sa mga aktibidad ng
mapagkukunan ng tao at para sa kawani ng HR, nagbibigay sila ng kaunting pampasigla sa mga
aktibidad ng HRP, hindi pinapansin ang plano at binawi ang suporta para sa pagpapatupad ng
plano.
5. Isolation from Organizational Objectives
When HRP is pursued for its own sake or for narrow viewpoint of concentrating on HRD, the
effort leads to the formulation of a plan that does not interphase with organizational
development.
Kapag ang HRP ay hinabol para sa sarili nitong kapakanan o para sa makitid na pananaw ng pagtuon sa
HRD, ang pagsisikap ay humahantong sa pagbubuo ng isang plano na hindi sumasabay sa pag-unlad ng
organisasyon.
6. Lack of Line Supervisors’ Inputs
Any plan to develop personnel and to improve the conditions of work must use the feedbacks
from the line supervisors. Since they are the ones who are handling the personnel in the
organization.
Ang anumang plano upang paunlarin ang mga tauhan at upang mapagbuti ang mga kundisyon ng trabaho ay
dapat gumamit ng mga feedback mula sa mga line superbisor. Yamang sila ang humawak ng tauhan sa
samahan.

FOUR BASIC TERMS OF MANPOWER FORECASTING

1. Long Term Trend – long term forecasting is usually done for a period of five years or more
depending on the company operations and customer demands.

2. Cyclical Variations – this refers to reasonable and predictable movement that occur over a
period of one year or more. This cyclical movement may be due to economic conditions,
political instability, peace and order, loss in customer demands and societal pressures. These
variations typically last for one to five years.

3. Seasonal Variations – this is a reasonable prediction change over a period of one year. This
covers firms who manufacture seasonal products and hire temporary workers for temporary
increase in demand, like Christmas and other special occasions.

4. Random Variations – this is once occasion where there is no special pattern and it is quite
difficult to predict of determine. The HR practitioners must be careful in his manpower forecast
especially in the hiring of employees. Along this line, temporary workers are hired instead of
regular workforce.
HUMAN RESOURCE FORECASTING TECHNIQUES

1. The Zero-Base Forecasting Approach – IT uses organizations’ current level of employment as

the starting point for determining future staffing needs. The usual references point is the
organization structure pattern based on company production forecast on marker and
customer demands.
2. The Bottom-up Approach – This forecast uses the progression upward methods from the
lower organization units to ultimately provide the aggregate forecast of employment needs.
The starting point is the number of current employees and the progress in operation
requirements as the company improves its operation to meet increasing customer demand.

3. Use of Predictor Variables – This methods uses the past employment levels to predict future
requirements. Predictor variable are known factors that have an impact on employment.

4. Simulation – It is a technique for the testing of alternatives on mathematical models

representing the real world situation. The purpose of this model is to permit the human
resource manager to gain considerable insights into a particular problem before making
actual decisions.
THE IMPORTANT ELEMENTS IN STRATEGIC HUMAN RESOURCE PLANNING

1. Organizational Goals – The human resource planning process should be tied up with the
organizational strategic goals. It must rest on solid foundation of information about sales
forecasts, market trends, technological advances.

2. Human Resource Forecast – It is the forecasting of human resource needs based on business
strategies, production plans and the various indicators of change in technology and the
organizations’ operating methods.

3. Employee Information – It is maintaining accurate information concerning the composition,

assignments and capabilities of the current workforce. This information includes job
classification, age, gender, status, organizational level, rate of pay and functions.

4. Human Resource Availability Projections – It is estimating the number of current employees

and those that could be available in the future.

5. Analyzing and Evaluating Human Resource Gaps – It is comparing what is needed with what
is available in terms of numbers, mix, skills and technologies.

STRATEGY EVALUATION AND CONTROL

The final component to the strategic management process is that of strategy evaluation and
control. IT is extremely important for the company to constantly monitor the effectiveness
of both the strategy and the implementation process.

HUMAN RESOURCE ROLE IN PROVIDING COMPETITIVE ADVANTAGE

1. Emergent Strategies – consist of strategies that evolve from the grassroots of the organizations
actually do.
2. Intended Strategies – are the results of the rational decision-making by the top management as
they develop strategic plans. IT is a pattern of plans that integrates an organization’s major
goals, policies and action sequences in a cohesive whole.

HUMAN RESOURCE INFORMATION SYSTEM (HRIS)

HRIS is any organized approach to obtaining relevant and timely information on which to base human
resource decisions. An effective HRIS is crucial to sound human resource decision-making.
1. Systematic – Information must be systematically arranged and contain the needed data
 2. Management-Oriented – The data and information are essential tools for effective manpower
planning, retention, development and separation of employees.
3. Applicable – The date and information stored in file must be applicable in making human
resource decisions.
4. Result-Oriented – The results from the information and the decisions derived thereat must be
both acceptable to management and the employees’ concern. The end results must contribute
to greater company productivity and employees’ satisfaction.
5. Time Bound – Relevant human resource information are necessary for effective decision-
making. The need for timely decisions are crucial to the effective management of human
resources.

SOFTWARE APPLICATION FOR HRM

1. Staffing Applications – common applications use in the are of staffing include the following:
a. Applicant recruiting and tracking
b. DOLE reporting requirements
c. Developing a master employee data base
d. Staffing applications for decision-making

2. Human Resource Planning Applications – This involves company specific applications in

determining future employee turnover, growth rate and promotion patterns and other
personnel movements. This include the following applications:
a. Work-Force Profile Analysis – it refers to work-force labor supply and demand analysis or
work-force profile analysis review.
b. Work-Force Dynamic Analysis – Number of new hires, transfer and promotions. Number still
needed in the future and those employees who are available to fill up job openings in the
future.
c. Human Resource Planning for Decision-Making – This application pertains to information
about employees who are about to retire, job classification of employees and those
departments that lack basic skills for the job.
d. Performance Management Applications – employee performance ratings, disciplinary
actions, work-rule violations and the daily productivity index could now be stored in the
computer database as bases for management decisions.

e. Training and Development Applications – These are used primarily to track down the need
for employees training, programs, courses to attend, certified skills and educational
qualifications.
f. Compensation and Benefits Applications – These included payroll, job evaluation, salary
planning and analysis of executive compensation planning and management benefits.

QUIZ 1
 HRMN 101
MNGD, LPT, MPA
Name: Score:
Course/Section: Date Submitted:

I - TRUE OR FALSE: Write T on the space provided if the statement is correct and F if the
statement is incorrect.

1. Strategic planning is the determination of the overall organization purpose and

goals and how they are able to be achieved.

2. Human resource planning is the process of systematically reviewing human

resource requirements to ensure that the number of employees match the required skills.

. _________3. The two important components of human resource planning are requirement and
forecasting.
_________4. Long term forecasting refers to reasonable predictable movements that
occur over a period of one year or more.
_________ 5. Random variation is an occasion where is no special pattern and is quite
difficult to predict or determine.
_________6. The final component to the strategic management process is that of
strategy evaluation and control.
_________7. Intended strategies consist of strategies that evolve from the grassroots of
the organization and can be thought of as what the organizations actually do.
________8. Emergent strategies are the results of the rational decision making by top
management as they develop strategic plans.
________9. Routine reports are human resource data summarized on a schedule basis
like current manpower status, regular employees, contractual employees, supervisors
and managerial employees on regular payroll.
________ 10. On demand reports are reports for analysis. This may pertain to
productivity index, individual performance records and other information that may
lead to downsizing and other personnel actions.
 3. The two important components of human resource planning are requirement
and forecasting.

4. Long term forecasting refers to reasonable predictable movements that occur

over a period of one year or more.

5. Random variation is an occasion where is no special pattern and is quite

difficult to predict or determine.

6. The final component to the strategic management process is that of strategy

evaluation and control.

7. Intended strategies consist of strategies that evolve from the grassroots of the
organization and can be thought of as what the organizations actually do.

_8. Emergent strategies are the results of the rational decision making by top
management as they develop strategic plans.

_9. Routine reports are human resource data summarized on a schedule basis like
current manpower status, regular employees, contractual employees, supervisors and
managerial employees on regular payroll.

10. On demand reports are reports for analysis. This may pertain to
productivity index, individual performance records and other information that may lead to
downsizing and other personnel actions.

II – Select 3 questions, and justify your answer why it is true/false.